A project to add metro stations is being executed, with seven out of eight stations currently in place. Suddenly, a notification from the local community is received demanding the project be stopped. What should the project manager do first?
A.
Meet with project stakeholders to define a mitigation plan
B.
Register the issue and escalate it to the project sponsor
C.
Estimate the cost of changing the project location
D.
Execute the contingency plan defined in the risk management plan
A demand from the local community to stop a near-complete public infrastructure project is a high-impact issue with potential legal, political, safety, and reputational implications. The project manager should first formally log the issue and escalate to the sponsor (B) because this likely exceeds the PM’s authority and requires executive/organizational response, possibly involving legal counsel, public affairs, regulators, and senior stakeholders. Registering and escalating ensures governance visibility, enables rapid decision-making, and activates the appropriate escalation pathways. Meeting stakeholders to define a mitigation plan (A) may follow, but escalation should occur immediately to secure authority and resources. Estimating relocation costs (C) is premature before confirming whether stoppage is valid, temporary, or negotiable. Executing an existing contingency plan (D) is appropriate only if a specific, pre-approved plan exists for this exact scenario; the question does not indicate that, and immediate sponsor escalation remains essential due to the magnitude and external stakeholder impact. Escalation protects the project and the organization through timely governance action.
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