Ask the team to send emails with detailed task progress.

Encourage all team members to use a virtual workspace.

Talk to the team member about their engagement and take appropriate action.

Report the team member's poor performance to the functional manage.

Reassign the work to a resource who participates in the daily calls.

Ask the individual who is hosting the event to mark it as private.

Set up meeting with the distracted team member to discuss any issues.

Ask the individual who is hosting the event to use private communication methods.

Add a social ewns section to the charter to handle these situations.

Promote the higher performing team member to a higher position

Request the high-performing team member to mentor the other team members

Remind the high-performing team member to focus on shared rewards rather than individual rewards

Reward the high-performing team member privately to avoid team disruption

Set up requirements-gathering sessions with all key stakeholders to evaluate the scope one again and reprioritize the backlog

based on the sessions

Incorporate design thinking practices into the project lile cycle to better understand the product's personas and be more effective to

matth their needs.

Schedule adequate sprint dernus to gather early feedback from the stakeholders and adapt the plan accordingly.

Evaluate the team's skills tn loak fur someone with experience in product design and assign that person the task of rebuilding the

product interface.

The organization should have introduced the concept of diversity broadly.

The critical departments in the organization should have been involved in this exercise.

Organization-wide diversity training should have been provided to the warkforce.

The leadership team should have worked closely with the marketing team to get insight on diversity.

Update the communication styles for enrolled team members in the communications management plan.

Update the resource calendar for enrolled team members in the resource management plan.

Update roles and responsibilities for enrolled team members in the responsibility assignment matrix (RAM)

Update the stakeholder engagement plan to include the emergency contact information for enrolled team members.

Implement the changes.

Review target benefits.

Improve the team's velocity.

Add an entry in the risk log.

Lipuaratont

Implement crashing to compress the schedule and improve the schedule performance index (SPI).

Implement fast-tracking to compress the schedule and improve the SPI.

Perform conflict management using the project's resource management plan.

Review the risk management plan to evaluate the probability and impact of these delays.

Clarify the high-level business requirements with the event organizer as a basis for forming the deliverables list.

Benchmark other similar exhibitions' deliverable lists and final outcomes.

initiate a survey to solicit end-customer opinions and prioritize exhibition contents.

Initiate an additional services agreement in case the key deliverables list was not dlearly stated in the contract.

Promote this team member to a coaching role after this project is completed.

Document it in the team members end of year performance review.

Apprecite the performance of this team member during the project life cycle.

Send this person to a meeting to negotiate the scope with the client.

Document the lessons learned and implement improvements in the next sprint.

Organize a demonstration of the changes in the enterprise system.

Facilitate a dally standup with the team to track the implementation of changes.

Request that all team members think of ideas to improve processes.

Update the deliverables map against the agreed-upon project requirements.

Perform a project cost-benefit analysis for the stakeholders.

Rebaseline the project schedule to show the current status of the project.

Create a benefits management plan mapped to the organization's strategic objectives.

Register the changes in the configuration management plan and send it to the change control board (CCB).

Explain to the sponsor that these requests could endanger the schedule and cost of the project.

Use a focus group and brainstorming sessions to gather more details about the project scope.

Modify the baseline of the project for minor impact changes to the project scope.

Contingency control in the project and rebaseline

Mitigation control in the project

integrated change control in the project

Benefits management control in the project

Coordinate a meeting to understand the situation and resolve any conflicts.

Review the organizational culture, structure, and governance.

Coordinate a meeting with regional managers to ask for support.

Review lessons learned from previous projects that used the same team.

Perform risk analysis against the issue.

Propose a solution redesign for the project.

Develop a mitigation based on the solution design

Revise the project's quatity control measurements.

Set up a meeting with neighborhood representatives to win their cooperation.

Analyze the situation and find out what is causing the neighborhood's negative attitude.

Ask the customer to extend the project deadline to allow time for conflict resolution.

Send letters to the neighbors and ask them kindly not to disturb the project.

Ask the mayor of the city to use their authority to stop neighborhood resistance.

review of the backlog at daily standup meetings

team member talking about a user story that is not on the Scrum board

A lack of team empowerment and an inability to self-organize

A technology that blocks agile capabilities

A team member talking about a user story that is on the Scrum board

Ask the client to help solve the problem.

Record it in the risk register.

Start procuring this material from another supplier.

Engage the project team to look for alternatives to find a solution.

Execute it using the same approach as the reference project

Execute it as a project with stage gates

Execute it as a Scrum projct

Execute it as a predictive project

Change log

Stakeholder register

issue log

Risk register

Backlog regjster

Prepare the lessons learned from the project phase

Obtain official approval on the new process from the various countries

Send a questionnaire to the project participants and seek their feedback

Refer to the communications management plan

Delver the project materials to the users and see if they have any comments

Monitoring the work breakdown structure (WBS)

Carrying out quality audits and failure analyses

Monitoring and updating the benefits realization plan

Reviewing and updating the requirements management plan

Check the project's responsibilty assignment matrix [RAM) to determine which activities will be affected.

Check the risk register for a prepared response to a resource being suddenly unavailable.

Reassign responsibilities across the remaining members using the available float for training

Obtain the project sponsor's support to replace the team member on leave.

Check if the team member's activities are sufficiently documented to facilitate handover.

Used communication tools, such as video conferencing, so different offices could communicate.

Learned more about how each tearn member prefers to communicate before assigning project work.

Planned and scheduled taskes and work packages to overcome geographical and time zone challenges.

Ensured that the project would be the highest priority for all team members.

Review the remaining scope and rebaseline the project's schedule to take into account delays in decision making.

Review the adequacy of the project's governance and ensure that an appropriate structure is in place.

isolate the project team from external factors such as senior management and stakeholders so that decisions can be made more

quickly.

Review the stakeholder register and ensure that communications are being followed in line with the communications management

plan

Independent personal testing

Security and performance testing

An expenmental approach to cover all possible choices

Story testing

Tests based on benavior and test-driven development

Support the team as necessary to find the minimum viable product (MVP).

Develop the product as per the schedule to perform integration and testing.

Amend the project budget to include MVP testing

Submit a change request to the project sponsor for accelerated testing.

Set up weekly status meetings to review team progress, prepared weekly status reports to track progress, and regularty escalated

delays

Met with the team, allowed team members to make decisions about what to do, and established performance goals.

Established daily standup meetings to track and report on team progress and escalated delays to stakeholders as they occurred.

Conducted routine meetings and identified team members who are under performing.

interview with the project champion

Collaborative discussions

Probability assessments

Workshops for risk avoidance

Reject the change because it is contrary to what was agreed to during earlier phases of the project.

Accept the change and use contingency funds to implement this change with minimal schedule impacts.

Evaluate the proposed change with integrated change controls and discuss the change with the project sponsor.

Transfer the change to the steering committee for them to evaluate and decide the appropriate next steps.

Ask the provider to seek options to solve the issue

Add the issua to the issue log and report it at the next review meeting

Review the current plan and consolidate if necessary

Schedule a meeting with the provider to collaborate on the options

Create a change request and update the scope management plan.

Conduct staleholder identification and a project objectives review session.

Update the stakeholder list and fix the deliverables.

Update the project management plan and lessons learned.

Set up a team buliding event to bring synergy back to the project team.

Meet daily with each senior team member to monitor project status.

Adjust the project manager's management style to better fit senior team members.

Ask for advice on how to be a better mentor to these team members.

Replace the technician with a high performing resource as time is critical.

Pravide a just-in-time training to the technician to improve their skill set.

Talk to the supervisor to tone down their approach and attitude.

Use a direct, collaborative approach with the tethnician and supervisor.

Set up team-building actiities with the project team members to reduce tension.

Ask the team member to enter this potential schedule delay in the risk register.

Actively listen to the team member and identify ways to support their needs in completing the tasks.

Explain that the tasks are unavoidable and ask the team member to find a solution to overcome the challenges.

Review the stakeholder map along with the organizational chart and delegate the most senior person to make the decision.

Follow the stakeholder engagement plan.

Schedule a project decision meeting with all stakeholders to discuss the decision.

Make the decision on behalf of the organizatian.

Strengths, wealinesses, opportunities, and threats (SWOT) analysis

Expert judgment

risk value assessment

An analysis of shared risks between parties

Work with relevant stakeholders to determine possible solutions.

Update the schedule baseline to the new project timeline.

Update the risk management plan and send it to the project team.

Escalate the issue to senior leadership for resolution

Archive the project artifacts on the project manager's local computer for future reference.

Document the project sponsor's instructions as the archived project artifacts

Comply with the project sponsor's request to not archive the project artifacts.

Consult with the project management office (PMO) for guidance on project artifacts.

Worked on different approaches of estimating to give confidence of the cost spent in each product increment

World on a communications management plan with reports of budget spent in eachiteration versus planned to avoid these

discussions during ceremonies

Worked with the product owner to clarify their role in an agile project and the scope of the agle ceremonies

Worked on a fixed-price contract to switch the product owner's attention to value instead of money

Update the risk register.

Update the issue log

Identify an alternative site.

issue a change request.

iteration 1

2

3

4

Inform the customer that moving the milestone has a very high impact on project cost.

Escalate the Issue to senior management so they can impose a solution on the customer.

Convince the customer to keep the requirements as is and not move the milestone.

Review the customer's priorities regarding the desired requirements for the milestones.

Discuss which requirements can be delivered faster with the project team.

Ask the team to have a lower commitment for the next iteration.

Ask for additional team members to maintain the velocity.

Conduct a focused retrospective to help the team to discover the root cause

implement a checkpoint in the iteration to verify if the team is on track.

Escalate the issue to the functional manager.

Contact the project management office (PMO) and request them to assign another team member who has the knowledge to

perform this task to the team.

Help the team member to perform the quantitative risk analysis through coaching mentoring, and training.

Perform the quantitative risk analysis for the team member.

Ad the stoleholder to gut ere projeet siatus report from another stakuholder lnted in the cammunications management plan.

i-form the stakeholder that the project team cannat provide information to angone aho s not registared in the projmet's

communications managoent plan

update the communications management plan to include the missed stakeholder, and send the current project status

documentation to this stakeholder

lnform the preject sponsor that there are stakeholders who are not included in the communications mangement plan.

Communications management plan

five ways

Ishikawa diagrams

Issue log

Open-space meetings

Meet with both teams and their managers and try to figure out the root cause of the conflict.

Arrange a meeting with the managers and try to reath an agreement.

Evaluate the impact of the delay on the project and look for alternatives to create a remediation plan.

Communicate with the project sponsor regarding the need to resolve the confict between the managers.

Propose ideas to the group, ask everyone to vote, and then chuose the most popular idea.

Ask the product owner, who is the key stakeholder, to choose among the different ideas.

offer an opinion about the pros and cons of each idea and try to reach a consensus in a facilitated meeting.

Schedule a session to give everyone the chance to express their opinions about each idea, then vote and decide.

implement the planned risk response to handle the issue.

Review possible alternativé documentation methods with team.

Update the risk register with the risk and proposed impact.

Ask the team to fix the system to resolve the issue.

Add this risk to the risk register and monitor it according to the risk management plan.

Escalate this to higher management and ask for help to resoive the issue.

impose the delivery dates on the software team leader and notify the functional manager about the situation.

Ask the software team leader to use a predictive approach and commit to a delivery date.

Add the risk and the delay to the risk register.

Update the schedule to include the delay.

Escalate to the management team for delay approval.

Update the issue log and act to minimize the impact.

Ask the team members to analyze the impact of including this regulation

Ask the stakeholders about the priority of this regulation

Ask the product owner to include the requirements in the product backlog

Ask the security department for details about regulations

Ask the team members to include the requirements in the next iteration

Check that this information was documented correctly.

Meet with the sponsor to ask for their support.

Ask the sponsor to close the project and pay the contracted penally

Check with the team to team what can be done, and consult an expert.

Updlate the communications management plan.

Review the configuration management plan.

Update the stakeholder engagement plan.

Review the project management plan.

Ask the contractor to solve this problem because this is a contractual obligation.

Terminate the contract and initiate a new one with a local contractor.

Implement key performance indicators (KPis) and convince the contractor to engage the team.

Reassess continually to remove blockers for the team.

The stakehulder engagement plan has not been correctly implemented.

The contract has not been appropriately reviewed by the project team.

The legal department has not disseminated the law correctly to all staff.

The project manager does not have enough knowledge on this legal matter.

A) Autocratic decision making

B) Alternatives analysis

C) Multi-criteria decision making

D) Cost-benefit analysis

E) Voting

A) Inform the stakeholder that the correct procedure for new requirements is to provide it directly to the project manager.

B) Inform the stakeholder that the correct procedure for new requirements is to provide it directly to the change control board (CCB).

C) Inform the scrum master regarding the stakeholder's request for a change and the impact this has had on productivity.

D) Inform the scrum master so that the change can be discussed directly with the stakeholder.

A) Put the project on hold and release the resources until the issue is resolved.

B) Schedule a meeting with critical stakeholders to review the issue and decide on the next steps.

C) Contact the company that owns the patent of the similar tool to compare the similarities and differences with the current project.

D) Inform the product owner and log the issue in the risk register to monitor closely for next .steps

A) Start the project with inputs from the project charter to save time.

B) Refuse to work on the project because management is not following standard project management practices.

C) Escalate the issue to the project sponsor and add it to the risk register.

D) Meet with management to explain the potential problems with running a project without a project scope statement.

A Propose a new design of the solution to replace the external component with an internal one.

B) Ensure that relevant stakeholders and expectations are identified and assess the component delay.

C Ask for expedited delivery of the component to mitigate the risk of schedule delays.

D) Perform a detailed analysis of the release content for each component of the solution.

Al Tell the team member to route the request through the project manager.

Ask the team member to develop a dashboard to fulfill the request.

Update the communications management plan to include informal requests.

Update the stakeholder engagement assessment matrix

O.Al Emphasize to the new stakeholders that new requirements are not allowed at this stage of the project.

OB) Seek immediate approval to amend the project timeline and budget in order to deliver all new requirements.

OC) Escalate the issue to the project sponsor and seek support to keep the original requirements.

O Di Review and prioritize new requirements with stakeholders to determine which change requests are needed.

Re-assign the project to a team that has worked with this technology.

Provide opportunity for team members to learn and adjust to the technology.

Add new members to the team and increase the velocity.

Move team members who are not performing from the team.

Create reports to inform the business analyst about the schedule and project cost.

Assign resources to coach the business analyst.

Ask the business analyst to focus on their work allocation for the needs of the project.

Provide the business analyst with access to the financial and scheduling information.

Backlog

Change log

Risk log

Issue log

Evaluate the pros and cons of staving with the existing technology.

Understand the rationale given by the expert and submit the request to the project sponsor.

Assess the risk of not having the new technology ready in time.

Delay the decision until more evaluations can be done.

Review the effectiveness of current communication methods with the team and recommend the change.

Ensure that all team members have video-enabled laptops

Submit a change request to use video conferencing as one of the project communication methods.

Update the communications management plan.

Reinforce the communication policies of the company.

Networking

Emotional intelligence

Conflict management

Influencing

The Manage Quality process should have been appropriately conducted.

The client requirements should have been clearly defined in the contract.

The acceptance criteria should have been properly defined in the contract.

The project manager should have reviewed the standard induslly defect rate.

Accept the request because it came from the project sponsor.

Check if the budget can cover the enhancement.

Validate the proposed change's impact on the project.

Refuse the project sponsor's request because it is out of scope.

A) Keep the team engaged and focused on the project's direction.

B) Encourage the team to do a brainstorming session and provide a mitigation plan.

C) Focus on the resource management plan and track project progress,

D) Set a clear vision for the project and ensure it is visible to all stakeholders

E) Organize a team-bonding activity and invite an external manager to speak to the team

A) Update the procurement strategy and negotiate with the contractor.

B) Update the procurement management plan and negotiate with the contractor.

C) Ask the contractor to review the offer and reduce the costs.

D) Ask the project sponsor to allocate more budget to cover the costs.

A) Escalate this issue to the project sponsor and ask for support in obtaining final stakeholder acceptance.

B) Persuade this stakeholder using emotional intelligence skills to obtain acceptance.

C) Create a project acceptance waiver, noting the stakeholders concerns so they can be addressed later.

D) Obtain final acceptance from another stakeholder who is also familiar with the project.

A) Coordinate virtual meetings to assess the project team's communication needs.

B) Coordinate virtual and face-to-face meetings at each site to improve communication.

C) Inform the project sponsor of this situation and request cultural orientation training.

D) Inform the steering committee of the situation and request additional resources.

Rectify ground rule violations.

Review performance formally.

Examine the team's virtual needs.

Implement new options.

Pay overtime to key resource to get the work done outside of working hours.

Speak with the client to seed the project delivery deadline can be delayed due to resource availability.

Have a meeting with project manager of the other project to find a resource optimization solution that works for both projects.

D) Talk to the program manager and about prioritizing this project over other projects so the key resources are available.

Evaluate the change request against the project scope statement.

Ask the sponsor for more funds to cover the change request.

Perform a risk assessment on the required change request.

Discuss approval of the change request in the next project meeting.

Product vision

Product roadmap

High-level product backlog

Key performance indicators (KPIs)

Schedule performance indexes (SPIs)

Reviewing the business case and identifying gaps within scope

Increasing the frequency of project update meetings to keep stakeholders informed

Revisiting the stakeholder engagement plan, focusing on specific overlooked stakeholders

Revisiting the project management plan to ensure deliverables are on time

Put the new requirements in the backlog with high priority and implement the requested changes.

Put the new requirements in the backlog and submit a formal change request for approval.

Put the new requirements in the backlog and let the product owner check their value and priority.

Put the new requirements in the backlog with low priority and implement the requested changes.

Point out to the project team and the customer that all information concerning the timeline of the project should be communicated

by the project manager.

Submit a change request to the change control board (CCB) in order to reflect the new requirements and longer timeline of the

project.

Refer to the resource management plan to find out if more business analysts may be assigned to process the requirements

changes.

Explain that distribution of important news can only be done using traceable communication methods.

Send an email asking all project team members to complete updates at the end of the day.

Set up a training session for all project team members.

Reach out to the functional managers for support.

Speak individually with each project team member about making the needed updates.

Convinced the critical resource to remain on the project.

Requested an experienced resource as a replacement.

Negotiated additional time to complete the project.

Allocated additional time for mentoring.

Assign the feature to another team member, and have them try to complete the feature by the end of this iteration.

Determine if the team member can work from home to complete the functionality.

Review the work in progress with the product owner to determine the next step.

Review team capacity and reassign the functionality to additional iterations as required.

Convince senior management to close the project since the project lacks sponsorship and is considered to be high risk.

Examine the plans, processes, policies, and knowledge that are specific to the organization undertaking the project.

Establish dialogue with stakeholders on the project constraints, assumptions, and critical inputs.

Host a project team meeting, then update the risk register and the project management plan.

Save all documentation activities until the end of the project.

Review and adapt the appropriate project artifacts.

Assign a team member to handle the documentation activities.

Coach the project team to complete the project documentation activities.

Budget estimates are provided based on the experience of the sponsor, product owner, and team facilitator.

The team facilitator uses historical data and arrives at an estimate based on the nature of the project.

The project is decomposed into features, and based on the feature value and the velocity of the team, the team provides the

estimate.

The product owner obtains all project details and, based on the team's experience and velocity, provides a budget estimate.

Create a new communication artifact for the key stakeholder

Email the latest status report to the key stakeholder

Share the meeting recordings with the key stakeholder

Discuss communication needs with the key stakeholder

Ask the sponsor to prioritize some functionalities of the product.

Split the backlog into phases to ensure that the key features are delivered first.

Identify the minimum functionality required for the product.

Increase the details of the work breakdown structure (WBS) to minimize errors and delays.

Reviewed the communications management plan before inviting an external client representative to the meeting.

Reviewed the cost management plan with internal participants and CEO prior to inviting an external client representative to the

meeting.

Sent the presentation slides to internal participants first and then to the external client representative prior to the meeting.

Performed a root cause analysis with the external client representative and documented the findings in the lessons learned register.

A directive style that makes decisions for the group to reach early outcomes

A directive style that makes decisions for the group to reach early outcomes

A leadership style that coaches people who want help and fosters greater team collaboration

A passive leadership style that allows the team to self-organize until the norming stage is reached

Issue a change request to clarify the scope.

Use soft skills to meet privately with the team member to align expectations.

Escalate this issue to the sponsor.

Review the stakeholder register to determine if the team member is on it.

Conduct regular meetings with the neighbors to get their buy-in for the project.

Register this situation as a risk and develop a mitigation plan.

Publish information on the city's website about the benefits that the new train station will bring.

Have a meeting with the mayor and explain the importance of the new train station to the city.

Discuss with the construction team alternatives on moving the new train station to another location.

The project manager should allow the resources to periodically choose on which team they would like to work.

The project manager should not allow resources to choose on which team they would like to work because they will always choose

their favorite team.

The project manager should not allow resources to choose teams because the project manager assigns the resources based upon

project needs.

The project manager should indicate that the team members have already been assigned to a team through workforce optimization.

Describe to the team members how specific tools and techniques can be used to finish on time.

Crash the project schedule and ask project team members to work overtime to meet the new timeline.

Convince team members to use a specific methodology to complete the project on time.

Motivate project team members by offering incentives to complete the project on time.

Submit a change request to increase the budget and buy new equipment.

Check the project budget to verify if there is enough contingency reserve.

Tell the team members that more equipment is not part of the projects scope.

Review the cost management plan to determine how to address this issue.

Ask the vendor to identify the stakeholders affected, create an action plan, and determine an implementation date.

Contact department managers who are identified as stakeholders, solicit concern, and provide updates to the situation.

Identify the worst-case scenario, put it into the project risk register, share the register with all project stakeholders, and raise an

alert.

Draft a warning letter to the vendor, ask internal stakeholders to comment, and solicit stakeholder support to hold the vendor

accountable.

Complexity and the cost of development

Reusing components from another product

Industry trends and the technical approach

Cost of delaying some features against business value

Length of time each feature has been on the backlog

Go back to the customer and explain that they cannot implement the feature completely in one iteration.

Reduce the scope of the feature to fit into one iteration and deliver it to the customer.

Split the feature into smaller subfeatures. implement them, and then deliver them incrementally in multiple iterations.

Ask the customer to simplify the feature so that it can be implemented in one iteration.

Conduct an annual review.

Request a manager performance review.

Perform a retrospective session.

Define team ground rules.

Implement daily team meetings.

Continue with the process as is, and wait until the next phase to suggest any improvements.

Define a ground rule to comply with the quality standard and ask the team members to apply it.

Discuss the process improvement with the project management office (PMO) lead to update the project delivery framework.

Understand the context and interdependencies of the process from the team members and then define improvements.

Explain to the stakeholder that since the acceptance criteria for every increment were met, the project can be dosed.

Analyze the reason for the gap in understanding with both sides and negotiate a solution.

Ask the stakeholder to submit a change request to increase the budget and time for the modifications requested.

Ask the project team to perform the modifications since the project budget and schedule can support them.

Travel to the development team's office to push the schedule.

Set up a meeting with key stakeholders to clarify requirements.

Escalate to the project steering committee and request additional time.

Create prototypes with the development team to confirm requirements.

Formed a separate quality assurance team to test all items coming from each team at the end of each sprint

Ensured frequent and continuous integration of work to obtain early feedback and continuous learning

Arranged an online session on the integration concept and suggested tools to the teams

Performed a Scrum of Scrums on a regular basis to help the teams remove impediments

Ask the sponsor to approve the change request

Ask the stakeholders about the priority of this change

Ask the team members to analyze the impact of this change

Ask the team members to include the change in the next iteration

Ask the product owner to review the product backlog

Ask the general manager to review every requirement to ensure all projects will deliver the requested products.

Help sponsors and stakeholders craft the product vision, and bring the team and product owner together to clarify expectations.

Meet with the general manager and convince them to return to using predictive approaches to avoid any risk.

Ask for a budget increase to implement a double-check process to ensure every business need is included in the requirements.

A predictive approach as this would please the senior stakeholders.

An agile approach as this would provide working functionality earlier.

A predictive approach as this will show benefits for all stakeholders.

A hybrid project as this will mitigate stakeholders' concerns.

Review the project scope and negotiate with the contractor.

Refuse the offer as it is included in the initial project scope.

Submit a change request to approve the offer.

Review the project costs and communicate this to the project sponsor.

Exclude the activities from the roadmap

Encourage working in pairs and knowledge sharing

Teach the entire team the new skill.

Facilitate a training event with an external trainer

Increase the time estimates on the activities that require such abilities

Send a formal notice to team members instructing them to maintain performance.

Award certificates of appreciation to encourage the team.

Inform the team about the delivery pressure from the project sponsor.

Hire a few temporary team members to help with the additional work.

Update the lessons teamed register.

Conduct an expert judgment evaluation.

Review the quality management plan.

Review the risk management plan.

Push the team to deliver more so that the modules are developed and rolled out according to managements request.

Have the team work toward the tighter deadline so that integration will be easier.

Speak to the stakeholders to resolve the bottleneck and see how the entire process can be streamlined.

Speak to the team and slow the current pace to ensure the team is in alignment with the release date.

Proceed with the approved risk response plan.

Mitigate risks associated with the workaround to avoid project delays.

Request to use the management reserve to keep the schedule.

Discuss the options with the client as part of the change control process.

Hire an external company to add an additional layer of testing, making sure that the final product is well inspected before releasing.

Hire an external company to add an additional layer of testing, making sure that the final product is well inspected before releasing.

Seek extra funding approval with the sponsor to replace junior team members for more experienced ones.

Create a reward system granting incentives to the team members who are able to catch more defects.

Prepare a detailed presentation for stakeholders on earned value, including how it is calculated and the project's current earned

value results.

Report that the project is not tracking as expected, but is still under control since the next project milestone is over a month away.

Report that the project is behind schedule but that an additional experienced resource can be added to stay within schedule and

maintain the budget.

Perform a detailed root cause analysis utilizing a pareto chart and fishbone diagrams to demonstrate that the project is under

control.

Train the new team member in the predictive project management approach.

Meet with all team members and explain the new employees position.

Set expectations with the new team member and explain what is needed.

Acknowledge that hiring this new employee is a risk to the existing team.

Impact mapping

Collective code ownership

Scrum of Scrums

Rolling wave planning

Maintained constant communication with the stakeholders of the other projects

Used the resource management plan to identify the impacts of the other projects

Updated the risk management plan and registered lessons learned for the project

Reorganized the team for the project based on the work breakdown structure (WBS)

Review the resource management plan and organizational assets.

Implement compression techniques to bring the project back on track.

Call for a team meeting to identify the root cause for the declining performance.

Estimate the baseline impacts and submit a change request.

Risk register

Risk management plan

Issue log

Project management plan

Recommend to the PMO that it is not the right time to start implementing adaptive tools in projects.

Prepare a change request and seek approval from the steering committee regarding the new project framework.

Bring in a third party company to develop and implement a hybrid framework for this specific project.

Conduct individual interviews with key stakeholders in order to understand all concerns, then prepare a communications

management plan.

Set up one-on-one meetings with the project team members.

Review sprint progress with the project team members.

Review sprint planning procedures with the project team members.

Perform a sprint retrospective with the project team members.

Contact the team member to explain what information can be shared outside the team

Contact the team member's functional manager and invite them to the next retrospective.

Meet with the entire team to review the ground rules about safe environments.

Meet with the product owner to talk about the situation.

Meet with the sponsor to review the situation.

Send evidence to the new stakeholder that the project's status was sent according to the schedule.

Share the communications management plan with the new stakeholder.

Discuss project requirements with the new stakeholder, and update the communications management plan.

Suggest that the new stakeholder review the project status before the next board meeting.

Evaluate the project managers own strengths and weaknesses as a virtual team leader to identify avoidable pitfalls.

Identify the types and quantities of resources required for each work package or activity.

Establish, in the beginning, how progress will be monitored and the best means for communicating progress.

Verify if team members are on more than one team and cannot devote enough time to this team.

Recruit the best resources within the organization to be part of the virtual team.

Continue project execution using the current blueprints from the client.

Consult with the client to determine if project execution should be continued.

Reschedule the project execution date.

Escalate this issue to the project sponsor.

Create a report based on the work breakdown structure (WBS) and update it on a regular basis.

Work with the stakeholders to determine which measurable benefits can be tracked and assign an accountable person to monitor

and report them.

Use the same benefits tracking process from the last predictive project and add this to the monthly status report.

Research which templates of reports were used the most for this framework and incorporate them into the project.

Ask an experienced team member to coach the new team member.

Ask an experienced team member to identify a replacement.

Ask the new team member to reassess their own capabilities.

Ask the new team member to follow the team ground rules.

Collaborate with the change control board (CCB) to review the scope and submit any change requests.

Submit a change request to the CCB and update the schedule.

Update the scope and move on to the next project milestone.

Update the scope and add more resources to the project.

Escalate this issue to the project sponsor immediately.

Meet with the project team to understand the issue and define actions.

Ask the project team to conduct a quality audit of the printing module components.

Raise a change request to immediately implement the printing module component.

Identify the lack of information as a risk and update the risk register.

Schedule more frequent meetings with the technical manager.

Update the issue log and escalate to the project sponsor.

Review and update the stakeholder engagement plan.

Add blockers to the issue log and risk management plan.

Ask stakeholders to communicate with the project manager and not directly with the team.

Empower the team members to remove obstacles and blockers.

Address and remove obstacles and blockers for the team.

Advisory team panel

Risk steering committee

Functional managers

Board of directors

Chief executive officer

The project team has a colocated space and is capable of working together.

The project scope can be decomposed into smaller parts, the first representing a minimum viable product (MVP).

The project is an information technology project and has minimal impact to the organization.

The project scope is well defined and the requirements are prioritized.

Meet with the project sponsor to discuss how to address the situation.

Update the communications management plan and implement the change.

Meet with the stakeholder prior to the meeting to obtain their opinion.

Call for a change control board (CCB) meeting, and inform the stakeholder about the outcome.

Update the issue log to make the project team aware and to develop a strategy.

Create a stakeholder engagement plan to help the team formulate a response.

Meet with the project sponsor as soon as possible to discuss the matter further.

Provide the specifications to the project sponsor with some information removed.

Include the requirement into the project and schedule it as soon as possible.

Inform the stakeholder that it is impossible to add new requirements to an approved project scope.

Inform the project sponsor about the situation and request assistance.

Evaluate the impact that the inclusion of this new requirement will have on project performance.

Refer the product owner to the change management plan, then escalate to the steering committee.

Tell the product owner the issues will be addressed in the second version of the software.

Refer the product owner to the signed business requirement document and explain that the current plan cannot facilitate these

changes.

Plan to address the issues through backlog grooming and incorporate them into the next sprint.

Reduce the project staff and adjust the scope and timelines accordingly in support of the budget reduction.

Restrict the project scope only to basic critical features, and run the project with the current staffing level until all of the budget is

consumed.

Prioritize the product backlog looking for high business value and low effort, and adjust the project budget and staffing to account

for those items.

Balance the project team in order to accommodate the budget challenges, and provide training to mitigate the risk of low

performance.

Require the team to have daily mandatory meetings with the project management office (PMO).

Recommend the use of formal written documentation in all project communications

Review the communications strategy with the team regularly with a view for continuous improvement.

Send out a survey to review the preferred method, time frequency for communications.

Compile a communications management plan with input from all stakeholders and distribute for review and approval.

Four iterations

Three iterations

Two iterations

One iteration

Add additional resources to the project.

Submit a change request.

Review the risk management plan.

Update the scope of work.

Motivate the new team member to perform.

Share project documents with the new team member.

Offer cross-training and mentoring to the new team member.

Log a risk in the risk register and work with the new team member to mitigate it.

Take a big bang approach of moving the whole organization to agile at once.

Add multiple layers of managers who will be accountable for the agile execution.

Improve organizational readiness by addressing impediments to agile in the organization.

Create a task force of executives who will monitor agile projects on a daily basis.

Limit the number of iterations for development in the contract.

Establish a governance committee to review the contract delivery.

Provide alternatives to scope change at specific project phases within the contract.

Tier the contract for fixed and agile components.

Require that only internal resources be utilized for this project.

Sprint charter

Burndown chart

Company mission and vision

Product backlog

Sprint goal

Conduct a stakeholder analysis to identify how regional policies may influence needs.

Conduct a project scope review workshop with relevant stakeholders.

Conduct project planning meetings in one location with relevant stakeholders.

Request relevant stakeholders to conduct an analysis and reach consensus independently.

Propose a pause in this phase to save labor costs and asset depreciation.

Perform a risk assessment and define a risk response action plan.

Proceed with the project using management reserves to cover any delays or losses.

Establish new partnerships with other suppliers in anticipation of any delays.

Have a confidential discussion with the team member to identify the root cause.

Start a discussion with all team members to help resolve the issues.

Move the team member to another task that is more skill appropriate.

Wait for the team to identify and solve the problem independently.

Conduct a root cause analysis session.

Update the stakeholder engagement plan.

Escalate poor performance to functional managers.

Define and analyze performance metrics.

Start developing a business case.

Gather requirements from stakeholders.

Start a strengths, weaknesses, opportunities, and threats (SWOT).

Engage stakeholders and allocate resources.

Seek expert legal advice on the interpretation of the clauses in the contract.

Hold a meeting with the project team, project sponsor, and the client to agree to the further work required to close the project and

add to lessons learned.

Close the project and hand over the deliverables to the client.

Hold a lessons learned workshop with the project team and project sponsor to avoid contractual compliance issues arising in future

projects.

Analyze and recommend a development approach.

Use expert judgment to define the approach.

Use the team's experience to define the approach.

Consult with team members and then choose the approach.

Consult with team members and stakeholders to determine whether the organization has any informal governance policies,

procedures, and guidelines.

Coach the self-managing team to produce tailored governance policies, procedures, and guidelines for the project.

Choose either a predictive or agile framework best suited to the nature of the project, and use this framework as the basis for

project governance policies, procedures, and guidelines.

Consult a subject matter expert (SME) as to the best governance policies, procedures, and guidelines to be used by the project.

Request that the issue be included in the next board of directors meeting to explain all of the needs.

Add the complaint to the product backlog to be addressed in the next sprint.

Invite a member of the operations team to be part of the validation and sprint meetings.

Ask the operations director to define the acceptance criteria to make clear the delivery is correct.

Write an email to the client requesting clarification.

Work with the product owner to clarify the requirement.

Seek support from the development manager.

Request direction from the project sponsor.

The project is over budget and behind schedule.

The project is under budget and on schedule.

The project is on budget and on schedule.

The project is under budget and behind schedule.

Seek the project sponsors support to influence the client to amend the contract immediately.

Ask the legal department to raise the issue in the next contract negotiation with the customer.

Update the risk register to include this issue and discuss the appropriate risk response plans with the project sponsor and client.

Wait until the legal requirements are finalized so the change in scope can be concretely defined.

Contingency control in the project and rebaseline

Mitigation control in the project

Benefits management control in the project

Integrated change control in the project

Currency exchange rate

Retrospect frequently and suggest improvements.

Incorporate a predictive approach for this element.

Implement mitigation strategies for this element.

Request additional team members to help with improvements.

Consult the product owner and request a complete prioritization session.

Consult the project sponsor and request their feedback.

Consult a senior developer within the organization and request their input.

Consult a senior project manager within the organization and request their expert judgement.

Attach a note to the project management plan about the team member.

Record the team member's contribution in the responsibility assignment matrix (RAM).

Send a communication to management recognizing the team member's contributions.

Hold a project team meeting about the team member's contribution and take minutes.

The project will be difficult to complete as planned.

The project will be easier to complete than planned.

The project will be completed exactly as planned.

The project will not be completed as planned.

Conduct an earned value analysis (EVA).

Schedule a meeting with the previous project manager.

Submit a change request to the change control board (CCB)

Schedule training for project team members.

Advise the new team member to review the project charter and stakeholder engagement plan.

Instruct the new team member to review the responsible, accountable, consult. and inform (RMCI) matrix before asking for help.

Advise the new team member to enroll in project management training.

Review the resource management plan and provide mentoring to the new team member if necessary.

Ask the team member to use their recently acquired knowledge to develop and provide training to the team.

Request budget to reward the team member so others will be motivated to obtain the same certification.

Promote the team member to product owner to leverage the new knowledge with the clients.

Provide an incentive to team members who begin using the new tool on this project.

Discuss the project scope statement with the key stakeholder and build prototypes.

Discuss the work breakdown structure (WBS) with the key stakeholder and refine the requirements.

Update the project charter and discuss it with the key stakeholder.

Update the project backlog and discuss it with the key stakeholder.

Recognize the analyst's concerns and reassign the task to another team member.

Enroll the analyst in a capacity-building program, and keep this analyst assigned to the task.

Ask the analyst to use skills to develop the tool, then move development to another team member.

Make sure the analyst has regular pairing meetings with the other team member throughout task execution.

Review the contract requirements and ask for the applicable evidence for quality assurance.

Allocate extra time to inspect deliveries for quality assurance upon arrival at the site.

Call the vendor and have them verbally guarantee the quality of the next site delivery.

Have the vendor issue the quality documentation prior to the next delivery.

Increased cost

Decreased efficiency

Increased technical debt

increase exchange rate

Validate acceptance criteria with stakeholders prior to backlog refinement.

Include stakeholders during daily standup meetings to monitor progress.

Create a requirements traceability matrix and distribute it accordingly.

Avoid including stakeholders in iteration reviews.

Contact human resources to request a written warning letter be sent to team members not following the ground rules.

Ask the functional manager to replace team members not following the ground rules.

Schedule a meeting with the project team to reinforce the ground rules.

Notify the project sponsor about this behavior and ask the sponsor to take disciplinary action.

Accommodate the change request to serve the client's needs.

Make transactional decisions focusing on the project goals.

Consult with team members and allow them to make a decision.

Convince the client not to make changes to the project.

Provide schedule optimization training to the project teams to improve their skills.

Analyze both projects to determine the most effective use of common resources.

Use resource optimization to justify requesting more resources for the critical project.

Apply fast-tracking techniques to compress the schedule of the critical project.

Ask the sponsor for money to implement the contingency plan.

Ask the team to include the contingency plan in the iteration backlog.

Help the team review the project approach to initiate the corrective actions.

Ask the sponsor to approve inclusion of an additional aeration to the project.

Tell the functional manager and the project team member to review the project charter.

Advise the functional manager and the project team member to review the resource management plan.

Ask the functional manager to create a specific responsible, accountable, consult, and inform (RACI) chart for the team member.

Develop a work plan for the project team member with the help of the resource manager.