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

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

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 the stakeholders to develop all of the project artifacts so the project team can continue their scheduled activities.

Create the project management plans with the project team and share the documents with the stakeholders.

Continue working on scheduled tasks to avoid delaying the project and leave the development of project artifacts for later.

Adapt the project management plans and documents from previous executed projects in order to save time.

Track budget variations and work with the key stakeholders to adjust as necessary.

Approve budget variations upon request only when the cost performance index (CPI) is above 1.

Reject budget variations upon request to discourage the waste of money on the project.

Approve budget variations upon request to encourage rapid delivery of some components.

Halt all processes until procurement and implementation of solutions are completed.

Place a hold on activities until the team can resume the work on-site.

Ask the team members to proceed independently while examining needs and alternatives.

Obtain and implement the sponsor's recommendations for a solution.

Request human resources (HR) to help.

Move the team member to another project.

Confront the issue with the rest of the team directly.

Ask other team members to be more welcoming.

Cancel the ongoing project and start a new one.

Invite the sponsor to the retrospective meeting so they can clarify expectations.

Add additional sprints to modify the deliverables with the new information.

Complete the project and start a new one for the updated scope.

Assess the risks with the team members.

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

Evaluate the project impact and seek additional funding if necessary.

Brief the new stakeholders on the current project status.

Reinforce the initial rules of the negotiations.

Engage a facilitator to support the negotiations.

Concentrate on meeting the customer's requests.

Set clear expectations among the participants.

Look into the option of changing the status of all team members to being fully remote.

Look into changing the company's policy from 1 day to 2 days on-site.

Work with the team to determine if the in-person project day is required.

Work with the functional managers and get an exception for the team members.

Review the key existing project documents with the new project sponsor.

Ask the team to estimate the time it will take to update the documentation.

Address the issue during the lessons learned session of the closing phase.

Set up a meeting with the new project sponsor to understand their concerns.

Ask the team members to refamiliarize themselves with the communications management plan.

Organize effective communication training for team members.

Listen to team members actively and change the communication practices accordingly.

Model servant leadership by adapting to team requirements.

Identify the best-fit approach and ask the team members to follow.

Create goodwill among the team members for smooth operations.

Review lessons learned and balance them within the team members' opinions.

Consult the functional team manager for their guidance on best practices.

Ensure that the project issue log is up-to-date with the customer's issues related to the missed stories.

Ensure that the project change log is up-to-date with the stories based on the missed requirements.

Ensure that the project backlog has the features and stories prioritized correctly.

Ensure that the project risk register is current and reflects the impacts posed by stories not delivered.

Distribute the project plan to all of the interested parties.

Host an alignment session with stakeholders to formalize the project requirements.

Communicate to the supplier that customer testing is required.

Develop a user acceptance testing plan to ensure the quality of the deliverables.

Review project documents to identify and eliminate uncertainties and inconsistencies.

Execute a root cause analysis to discover the underlying factors that might lead to risks and issues.

Perform an assumption and constraint analysis to provide more opportunities and remove limiting factors.

Conduct a strengths, weaknesses, opportunities, and threats (SWOT) analysis.

Add more items to the sprint backlog that will add value.

Complete the sprint and seek a waiver from the regulator.

Complete the sprint, but do not release the deliverable.

Perform a sprint risk assessment and analyze challenges.

Define the acceptance criteria and specific functional test cases only after analyzing the user feedback from testing the early feature release.

Integrate the acceptance criteria review into the definition of ready (DoR) for each feature and associated tests into the feature's definition of done (DoD).

Use the broadest set of acceptance criteria to ensure that all features have a common quality baseline and associated functional test cases.

Integrate the specific tests into the definition of ready (DoR) for each feature and the acceptance criteria into the feature's definition of done (DoD).

Send a detailed email with the completed design document.

Conduct a workshop with all of the stakeholders.

Conduct a workshop with both of the teams.

Upload the design documents into the project repository.

Ensure that people care about each other and work effectively together through effective team management.

Meet with the team to discuss the correct, expected behavior in stressful situations and start practicing it.

Establish a productive environment where all team members can assist one another with the workload.

Create an environment of respect and fairness so the team can increase their project performance in stressful situations.

Develop a communications management plan that reflects the needs of the stakeholder community.

Engage with each stakeholder to determine their information needs related to the project.

Create a responsible, accountable, consulted, and informed (RACI) chart based on the stakeholders and their communications needs.

Determine the most appropriate mechanisms to leverage when communications are necessary.

Conduct a root cause analysis (RCA) and plan the correct actions to ensure completion of the tasks on time.

Allocate another resource to help the team member to complete the tasks and meet the estimated activity time.

Train the team member in the methodology to get the sufficient knowledge to meet the estimated activity time.

Apply crashing to the strategic tasks to recover any time that was lost to bring the project on track.

Meet with the CFO one-on-one to fully understand their cost concerns.

Ask the project team to look for opportunities to cut project costs.

Carry out a benefit analysis to present at the next project team meeting.

Meet with the CFO and team to remind them of the project's key success measures.

Modify the communications management plan to integrate the new product owners into the teams effectively.

Reiterate that having one product owner will improve clarity and accountability.

Present the product owners' product backlogs and prioritize the team's assigned requirements.

Confirm that two product owners are necessary and that both will report to an overarching chief product owner.

Release the team and help them achieve their potential on a new project.

Ask the organization's management for advice regarding the project's direction.

Assess the environmental changes and recommend a pivot for the project.

Pause the project if business value cannot be reached and collect lessons learned.

Replace the members with new members who understand the system.

Encourage the team members to make changes directly in the system.

Ask the team to read through all of the available system documents.

Encourage the team to hold a knowledge- sharing session in each iteration.

Ask the developer to postpone the leave until the backlog item is delivered.

Ask the development manager to provide a replacement for a couple of days.

Work with the product owner to change the priorities in the sprint backlog.

Work with the product owner to inform the users that the feature is delayed.

Allow the team to proceed as they attempt to meet the timeline.

Add a subject matter expert (SME) to the project team.

Invite stakeholders to discuss a mitigation plan to finish on time.

Fill the skill gap personally to execute the project.

Reopen the quality acceptance documentation to add the sponsor's complaints.

Schedule a quality review meeting and include the sponsor's complaints.

Review best practices and lessons learned and apply them to the project plan.

Postpone the next project phase until the impact of the quality issues is assessed.

Develop the project management plan based on the requirements requested by the customer.

Develop the application as requested by the customer, based on the approved project requirements.

Plan a minimum viable product (MVP) to get early feedback from the customer.

Facilitate a focus group to assess the functionality before development.

Use an agile approach to deliver the product based on sprints.

Revise the project schedule to accommodate fixing discovered issues.

Ensure customer validation occurs more frequently during the life cycle of the project.

Review the customer validation team's test plan early in the life cycle.

Ask the project team to increase unit testing of the deliverables.

Detail the reason for the project delay in the status report.

Invite the stakeholders to discuss a mitigation plan.

Take on some of the necessary work to minimize the impact.

Register an issue and escalate it to the project sponsor.

Explain to the key stakeholder the way in which the project team communicates information.

Ask the project sponsor to hold a meeting with the key stakeholder to ensure that the stakeholder is engaged in the project.

Send relevant information to all key stakeholders simultaneously to ensure consistent communication.

Update the communications management plan to fulfill the key stakeholder's expectations about relevant information.

Discuss ground rules with the team that will include daily meetings.

Use one-to-one virtual meetings because they are more efficient.

Ask senior management for coaching regarding this situation.

Agree on a new time and reschedule the daily standups.

Increase the amount of slack in the critical path to reduce the impact of the regulatory requirement.

Update the schedule and project risk register according to the regulatory requirement.

Consult the project management plan for guidance on addressing the regulatory requirement.

Assess the impact of implementing the potential regulatory requirement on the project.

Review historical data and provide parametric estimations for the activities, including local law restrictions.

Use a top-down estimation and add contingencies to cover any future impacts regarding the legal context.

Make a general estimation using a standard legal approach and then look to include early definitions.

Discuss and compile the local information about laws to develop bottom-up estimations.

Escalate the issue to the board with opportunities to recover the delay as soon as possible.

Work with the product owner and the Scrum team to add 2 weeks to the release schedule.

Work with the product owner and the Scrum team to recover the delay before the last release.

Escalate the issue to the board and plan for the engagement to be terminated.

Share a presentation with information about each project team member.

Share all members' resumes and photographs in a sharing digital platform.

Schedule multiple one-on-one meetings between team members.

Schedule a kickoff meeting to present the whole project team.

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

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

Advise the stakeholders that they will need to wait until development is completed in order to get actual end-user feedback.

Hire additional resources to accelerate the schedule and deliver the product faster in order to get actual end-user feedback.

Advise the stakeholders to share images of the finished product in order to obtain valuable feedback from end users.

Work with the stakeholders to determine the minimum requirements needed to get valuable end-user feedback and revise the project schedule.

Determine the additional funding needed and seek the sponsor's guidance.

Support value-based delivery that is aligned with the project objectives.

Follow the project change control process to formalize the change.

Estimate the additional funding needed and seek the client's approval.

Invite the board member to the next daily standup.

Invite the board member to the next sprint retrospective.

Invite the board member to a separate demo.

Invite the board member to the next sprint review.

Work with the procurement team to build a high-level timeline.

Explain to the steering committee that vendor negotiations are unpredictable.

Ask the project sponsor to request an estimate from the procurement team.

Escalate the delay issue to the project steering committee.

Meet with the vendors to evaluate the impact on the budget.

Implement crashing to mitigate the impact on the budget.

Review the organizational process assets (OPAs) as a reference.

Request the release of management reserve for the project.

Stakeholder engagement plan

Risk management plan

Business case

Cost-benefit analysis

Discuss this with the functional manager and related parties.

Reject the functional manager's change request immediately.

Analyze the impact of the change request on the project.

Apply for a formal change control board (CCB) approval.

Wait until the vendor cannot deliver and then invoke liquidated damages based on the contract

Escalate to management and prepare tor project closure by canceling the contract with this vendor

Adjust the protect schedule to accommodate the current development progress of the vendor

Communicate with the vendor and project team and explore possibilities lor resolving the issue

Encourage all team members to develop the perfect plan to achieve the desired results.

Create an environment where all team members compete to achieve the desired results.

Assess the business case and define the project priorities to motivate all team members.

Define the project's objectives and create an environment where all team members can succeed in achieving them.

Submit a request to access contingency reserves and accept the changes.

Submit a change request for additional resources and accept the changes.

Ask the project sponsor to reject high-risk scope changes.

Closely monitor scope changes and implement corrective actions.

Apply appropriate conflict resolution techniques to solve the issue.

Call a team meeting to have a formal discussion of the issue.

Allow the team to work through it on their own unless help is needed.

Engage in individual conversation with each team member.

Update the product backlog item with this new requirement.

Escalate the issue of project impact to the project sponsor.

Escalate the issue of project impact to the product owner.

Update the stakeholder register to include the requirement owner.

Conduct a root cause analysis (RCA) and identify a solution.

Elaborate on the plan to implement a solution and execute it.

Increase the working time to recover the lost time.

Negotiate with the teams involved to manage team dependencies.

Evaluate the effectiveness of the proposed solution.

Ask the neighbor to leave the site immediately because the site is on private property.

Inform the neighbor that all of the project documentation has been approved.

Inform the neighbor that the complaint will be escalated to the project sponsor.

Ask the neighbor to submit a formal complaint about their concerns.

Update the issue log and refer to the resource management plan to address the situation.

Ask the team for extra work to fulfill the project commitment.

Reduce the scope of the project and inform stakeholders.

Ask the sponsor for an experienced team member in the company to help the project team.

Assign a project team member to document exchanged communication for future reference.

Assign the project sponsor as the point of contact for all provider communication.

Ensure that all project stakeholders participate in the scope definition meetings.

Establish a common language of terms with which to communicate with the provider.

Review the project schedule and ask for the contingency reserve to crash the project.

Meet the project team and stakeholders to identify the root cause of the issue and develop a solution.

Review the lessons learned register with the former project manager in a private meeting.

Meet the project team to assert authority and reassign the project tasks for a timely delivery.

Escalate the issue to the change control board (CCB).

Ask the project team to analyze the impact.

Register the risk and document the contingency plan.

Have the project team brainstorm alternatives.

Replace the team member with another available resource on the team.

Discuss the situation with the team member's functional manager to see if the schedule can be adjusted.

Check with the project management office (PMO) on the available resources to complete the activities.

Encourage the team member to prioritize scheduled project activities.

Review the risk register for this unforeseen circumstance.

Utilize virtual teams for meetings and deliverables.

Use the contingency reserve and subcontract the work.

Ask for an extension of time on the project deliverables.

A.  Create all of the stories just for the next sprint and skip the epics until the next sprint.

B.  Create the epics at a high level for the requirements and begin grooming sessions.

C. Create the project charter and statement of work (SOW) to estimate the changes and the scope of the change.

D.  Create all of the stories needed to fulfill this change, document them in the backlog, and prioritize them according to business value

A.  Inform the project sponsor and request additional team members to crash the project schedule to meet the target

B.  Introduce an award system to promote member participation and establish some competition between the subteams

C. Evaluate the effectiveness of the virtual teams and support them with the necessary technology and equipment

D. Propose to roll out the new software in one subsidiary and then use the lessons learned to improve the project

A.  Modify the PMO template to include the information.

B.  Contact the senior manager and discuss their needs.

C. Give the senior manager access to the product backlog.

D. Organize a review of the kanban board with the manager.

A.  Update the issue log and escalate it to the project sponsor.

B.  Remove the deliverables from the iteration backlog.

C. Meet with the stakeholders and request a solution.

D. Ask the team to work on the unblocked deliverables.

Remind the contractor to join the meetings and submit their report as this is their commitment.

File a claim for not fulfilling the contract terms in accordance with alternative dispute resolution.

Compromise with the contractor to only attend the weekly meetings without submitting the reports.

Assess the situation as a risk and reach out to the contractor to check the origin of this resistance.

Validate the information and update the risk management plan.

Update the risk register and discuss it with the project stakeholders.

Source second-hand equipment in order to prepare for any delivery delays.

Update the sponsor of the potential issue and ask for any suggestions.

Review the risk register.

Perform a cost-benefit analysis.

Determine the cost of change.

Conduct a root cause analysis (RCA).

Establish a long-term training program for the junior team members.

Reassign the tasks among team members to allow them to split the workload.

Ask team members to document knowledge assets for all the tasks.

Ensure team members collaborate throughout the project to share knowledge.

Review the responsibility matrix at the customer kick-off meeting.

Rely on internal SMEs for expert input on implementing the user stories.

Include a contractual penalty for delays created by the customer.

Require customer SMEs to attend at least half of the daily meetings.

Asked the project sponsor to review the budget

Updated the budget before moving to another stage of the project

Added enough budget to cover all uncertainties

Used past projects as a reference during budget estimations

Put the tasks with estimates in the backlog and clarify that the project will not need any reserves.

Sequence the tasks with estimates and add standard risk reserves to use for software development.

Analyze the tasks, provide estimates, include a prototype demo, and send to the client directly.

Work with the team to understand their views and add the appropriate dependencies and risks.

Meet with the team and gather their input on the completion rate.

Revisit the timelines of the deliverables and the project.

Consult the sponsor and secure approval to complete the project.

Transition to an agile delivery so project closure will be faster.

Ask the product owner to update the stakeholders' contact information at every meeting to address any changes.

Update the stakeholder's information and inform them that they must make the team aware of any changes.

Consider it a loss since the stakeholder should have ensured the contact information was up to date.

Check the stakeholder register and ensure that every stakeholder's information is correct and current.

Give the team member some time to learn agile practices.

Assign an agile mentor and follow the training process.

Ask to increase the capacity of the team to finish on time.

Ask the sponsor for additional budget for training.

Create a communications management plan.

Create a responsible, accountable, consulted, informed (RACI) chart.

Develop a kanban board.

Send a copy of the project charter to all project stakeholders.

Reject the changes as the lead time is too short.

Determine whether the project team is capable of making the changes.

Review the additional changes and perform integrated change control.

Check if the changes are covered in the statement of work (SOW).

Perform a Kano analysis factoring in the competitor's offering and present it to the stakeholders.

Meet with the development team to see what changes will improve the project compared to the competition's deliverable.

Meet with the project team to discuss the concerns and determine how to ensure the project's deliverable can compete with the competitor's.

Note this concern in the risk register and meet with the sales team to identify mitigation options factoring in the competitor's offerings.

Ensure team B prioritizes the dependent activity in iteration three.

Include the dependent activity in the current iteration for team

Assign the two critical activities to team B in iteration two.

Cancel the current iteration and reschedule it with the dependent activity.

Explain that each stakeholder expects a different customized newsletter, ensuring it complies to all of their requirements.

Explain that to prepare for all situations and as part of risk mitigation, many different newsletters are created just in case they are needed.

Explain that customized newsletters are part of the organizational culture and that following this step-by-step process is of utmost importance.

Explain that each individual newsletter is based on specific categories of communication for the intended audience.

Give some advice to the team member to reduce their stress and anxiety.

Review team participation in the next retrospective meeting with all team members.

Reach out to the team member to discuss and address their concerns as soon as possible.

Evaluate upcoming project deadlines and reorganize team member assignments.

Schedule a meeting with the reluctant project stakeholder to obtain their feedback.

Meet with all seven of the project stakeholders and request all of their feedback.

Explain to the sponsor why the reluctant stakeholder needs to provide feedback.

Host a meeting with the reluctant stakeholder and project team to resolve any conflict.

Increase the team capacity to finish the project on time.

Register an issue and escalate it to the project sponsor.

Invite the stakeholders to discuss a new prioritization.

Estimate the impact and consult with the product owner.

Acknowledge the stakeholder's concerns and work to correct the deliverable.

Compare the stakeholder's assertion to the metrics in the quality report.

Ask the project sponsor for additional funding for improved quality outcomes.

Update the risk register with information on the noncompliant deliverable.

Review the user stories with the team and ask the product owner to break them down into more manageable units.

Review the user stories with the stakeholders and ask the product owner to break them down into more manageable units.

Ask the team member to suggest using shorter user stories to the product owner so that the next sprint can move faster.

Ask all the team members for their views about using shorter user stories so that value can be created for stakeholders.

As the project includes elements that are not yet clearly defined, an agile approach is the best option.

As the project sponsor has requested a detailed time line up front, an agile approach is the best option.

As the project appears to have both agile and predictive elements, a hybrid approach is the best option.

As the project includes elements that are not yet clearly defined, a predictive approach is the best option.

Update the stakeholders during project meetings, workshops, and reviews to solicit their input and feedback.

Provide customized reports to each stakeholder regarding the project progress, upcoming risks, and issues.

Provide the stakeholders with regular updates and reports on the project status, progress, and issues.

Educate the stakeholders on the project scope, quality, and risks, and how their expectations will be affected.

Study the contract terms and deadlines to ensure they are not under risk and confirm them with the stakeholder.

Clarify the current work progress, causes for delays, existing risks, and planned corrective actions.

Submit a request for extra time and budget related to the dependencies and technical difficulties.

Ask the stakeholder to remain calm and confirm that they are participating in all team meetings.

Discuss with the whole team the root cause of this issue

Meet with the team member to reset expectations

Provide the team member with space to manage their emotions

Follow up with the whole team to find the best approach

Notify the stakeholder that arbitration procedures will be followed.

Inform the project sponsor of the stakeholder's dissatisfaction.

Document the issue in the issue log and send a report to management.

Review the requirements traceability matrix and conduct inspections.

Register the issue as a risk in the risk register.

Report to the sponsor that there is a new challenge in the project.

Engage an external expert to provide the estimation.

Refer to the organization's lessons learned from past projects.

Develop a plan for individual team members' growth and organize more team-building events.

Recommend that the project director appoint project managers for each continent.

Set up ground rules for team engagement, taking into consideration different cultures.

Take differences in time zones into consideration when scheduling team meetings.

Work with the procurement team to find alternative options.

Contact the vendor that supplied similar equipment for a previous project.

Use the existing equipment and replace it later with the new equipment

Ask the project sponsor to expedite the vendor selection process.

Re-visit the project charter and seek other alternatives.

Proceed and issue the purchase order as this project is important.

Speak with the CEO and ask for their support to approve the offer.

Analyze the bounds of negotiations for project agreements.

Ensured that the team member did not communicate directly with the project stakeholder.

Confirmed that the stakeholder was made aware of the delivery delay.

Told the team member to send the unfinished deliverable to the stakeholder and finalize it later.

Communicated with the stakeholder directly regarding the delivery delay.

Ask the vice president to approve the project charter to kick off the project

Ask the vice president to define who will be the product owner for the project

Investigate if the value and benefits of the project are identified

Start working on the project immediately and determine the scope later

Ensure that the executive leadership team approves all scope that is being proposed by the multiple agile teams to avoid misalignment.

Propose a governance model that empowers the teams while providing the necessary oversight to the executive leadership team.

Propose a multilayered gate system based on risks and financial expenditures, involving the executive leadership team as needed.

Assure the executive leadership team that the current governance model will not be affected by the agile approach.

Organize a sprint retrospective and discuss the issues and how they can be avoided in the next sprint.

Ask the project team to address the product owner's issues since the product owner is responsible for the scope in agile.

Ask the product owner to accept the outcome since the team delivered what was agreed in the sprint planning.

Create a record in the issue register and escalate the issue to the project steering committee.

Plan a training session for the new team members not familiar with the system.

Communicate the rules and criteria to the team members through email.

Work only with the team members familiar with the system

Document which rules and criteria the new team members are not familiar with

Included lessons learned from past projects

Used bottom-up estimating

Utilized three-point estimates

Validated the schedule performance index (SPI) to evaluate deviation

Incorporate the changes in the last sprint before the first release.

Call for an internal meeting to discuss the changes and their value.

Ask the product owner to prioritize the backlog with the project team.

Request the scrum team to prioritize the product backlog.

Communicate the risk to the steering committee and request a mitigation plan from senior management.

Perform a risk analysis directly with the stakeholder who raised the risk and update the risk register.

Confirm to the stakeholder that the risk register has been completed and validated by all stakeholders.

Add the risk to the risk register and reevaluate the register with help from the project team and stakeholders.

Perform tests and routinely track results as per the quality management plan.

Make sure the stakeholders are aware of the acceptance criteria.

Negotiate to obtain approval if most of the tests have passed.

Modify the acceptance criteria before the official delivery.

Plan for continuous validation of the product.

Discuss adding business scenario tests with the customer.

Discuss adding additional test cases with the product owner.

Add more test scenarios based on the issues found.

Escalate the situation again to the project sponsor.

Review this obstacle during the daily standup meeting.

Request a new resource to execute the activities.

Provide feedback to the resource at the sprint review.

Engage the functional managers to describe the project's impact to the team members directly.

Provide team members with specific and clear instructions on the project objectives and tasks.

Communicate the project's impact and plans to engage the project team throughout the project.

Escalate the team's concerns and ask the project sponsor to change the team's composition.

File a change request to make the customer billable for all extra costs incurred for the project.

Ask the accounting department to forward all project expenses to the project manager's email.

Monitor the budget for the project continually and anticipate any issues if possible.

Ask the project resources to finish their assignments in less time than originally planned.

Submit the new response plan to the stakeholders for their review.

Obtain management approval prior to implementing the new risk response.

Use the management reserve to mitigate the risk.

Implement the new response to address the risk.

Risk register information

Higher-level activities completed

Milestones status report

Resource breakdown structure (RBS)

Meet with the project team to develop a proper resolution to the issue.

Update the project artifacts to reflect the new deadlines reported.

Request approval from the project sponsor to add more resources.

Prepare documentation to explain the issue and communicate accordingly.

Initiate hybrid development as an interim approach.

Let the project team self-organize and develop their skills.

Mentor and coach the team to meet the project needs.

Review the training contract to determine the next steps.

Update the communications management plan and the stakeholder engagement plan.

Escalate the issue to the functional manager and explain the situation to them.

Negotiate a mutually agreeable feedback cycle with acceptable timelines.

Refer the lead project manager to the communications management plan.

Use the existing budget for executing the fallback plan and update the baseline.

Add additional resources to the project to fast track certain activities and reduce delays.

Evaluate the fallback plan proposed by the team and submit a change request, if required.

Communicate the delay to stakeholders and maintain the existing budget baseline.

Ensure that the customer and the delivery team agree on the definition of done (DoD) in the beginning of the project.

Invite the customer to join the daily standup meetings to better understand the product design and progress.

Ensure the team demonstrates product features to this customer regularly to collect feedback and improve as needed.

Invite the customer to join the regular sprint planning sessions to better understand the project's progress.

Plan the project to deliver value incrementally with regular releases.

Request a budget increase to pay the subject matter experts (SMEs) more overtime

Identify tasks that can run in parallel to deliver the project faster.

Ask the project sponsor to provide additional resources to fast track the project.

Convene an impact analysis meeting.

Escalate the issue to the product owner.

Consult the communications management plan.

Review the stakeholder register.

Help all team members learn to deal with their emotions by building a culture of empathy.

Separate the key team member and replace them while they emotionally recover.

Meet with the team to discuss how to handle the performance problem.

Ask the human resources (HR) department for their support providing emotional help.

Share project updates when requested by the stakeholders.

Share project updates through regular community meetings.

Share the annual reports virtually and in the local newspapers.

Share the project reports with the sponsor to inform community members.

Come to the meeting with suggested ground rules

Ask all team members to send new ideas prior to the meeting

Extend the meeting to allow everyone to speak

Set expectations for contributions ahead of the meeting

The organizational process assets (OPAs) have been updated.

The contractual deliverables of the project have been accepted.

It The handover and deliverable acceptance have been completed.

The lessons learned sessions have been conducted.

Inform the functional manager that self-organization includes task allocation.

Confirm with the team members that the functional manager is responsible for the delivery.

Ask the product owner to clarify the roles and responsibilities of the project team.

Inform the functional manager that task allocation is the responsibility of the product owner.

Retrieve the documentation that shows the resource allocation.

Examine ways of modifying the scope of the project.

Adopt a resource leveling procedure to level the resources.

Perform an impact analysis to see the effect on the project.

Reschedule the project taking this new information into account.

Refer to the project's resource management plan.

Ask the project sponsor for external resources.

Create a change request to be validated by the project sponsor.

Fast track this dependency to avoid delaying the project.

Perform Integrated Change Control.

Include the dependency in the project schedule.

Ask IT to prioritize the needed system to meet the schedule.

Increase the contingency reserves to cover unknown-unknowns.

Implement short cycles for inspection and provide feedback.

Increase the management reserves to convert the known-unknowns.

Create a new risk entry to identify the stakeholder as a detractor.

Ensured reports with significant information were not included in the communications management plan

Defined the appropriate recipients for the report in the communications management plan

Included noncompliance punishment measures in the communications management plan

Validated the information and the appropriate recipients per the communications management plan

Postpone the meeting and invite a subject matter expert (SME) to join the next meeting.

Continue the meeting and ask the project sponsor and product owner to take their discussion offline.

Postpone the meeting and ask the project sponsor and product owner to take their discussion offline.

Continue the meeting and use facilitation techniques to improve communication within the team.

Advise the team to continue their work as planned because the schedule cannot be changed.

Organize a team meeting to discuss the changes and their importance for the company.

Advise the team that the changes were decided by the CEO and must be implemented.

Inform the project sponsor about the team's unhappiness and ask for overtime pay.

Discuss this with the project team and select the appropriate tools.

Inform the project team to continue using the current tools.

Implement the communication tools used by other project teams.

Escalate the issue to the sponsor and ask them to decide.

Use a work breakdown structure (WBS) to create a project schedule based on the project and resource requirements.

Monitor resource allocation to ensure that team members work 8 hours per day.

Assign project tasks to the team regardless of their skills to accomplish the project schedule.

Schedule daily meetings with key stakeholders to assess the effectiveness of the project management plan.

Scope baseline

Cost baseline

Risk register

Schedule baseline

Schedule a meeting with the reluctant project stakeholder to obtain their feedback.

Meet with all seven of the project stakeholders and request all of their feedback.

Explain to the sponsor why the reluctant stakeholder needs to provide feedback.

Host a meeting with the reluctant stakeholder and project team to resolve any conflict.

Ask the stakeholder for a meeting to review the project's charter and project management plan.

Disregard the stakeholder's concerns and continue following the project management plan to execute the project.

Hold a training workshop to educate the stakeholder about project management best practices.

Clarify the project roles and responsibilities, and share the purpose to gain the stakeholder's buy-in.

Acknowledge the impediments and facilitate their resolutions.

Note the impediments and escalate them to the product owner.

Note the impediments and work on addressing them later.

Assign actions to all stakeholders and oversee their implementation.

Increase the team capacity to finish the project on time.

Register an issue and escalate it to the project sponsor.

Invite the stakeholders to discuss a new prioritization.

Estimate the impact and consult with the product owner.

Reassure the sponsor by explaining the probability of this risk materializing is extremely low.

Carry out tests to verify that the system does not fail again due to the high occurrence of events.

Review the list of risks to verify that this issue was considered and execute the detailed action plan.

Inform the sponsor about the issue and make a request for sufficient funds to be made available.

Meet with the developer and ask them to be respectful with the other team members and work together as a team.

Meet with the team members and developer individually to understand the situation and build an action plan accordingly.

Collect the team's feedback and send it to human resources (HR) to resolve the conflict.

Arrange a team-building training session and require all of the team members to attend.

Assess the team member's development requirements and arrange for the team member to receive training.

Seek approval from the project sponsor to use some of the project budget reserve to hire a new resource.

Work with the functional manager to determine an incentive for the team member to complete the project.

Request a substitute for the team member with a new resource who is more skilled in system development work.

Discuss extending the mass production timeline by 3 months with the project sponsor.

Meet with senior management to discuss the possibility of an extension to the project timeline.

Engage a consultant to shorten the certification process to meet the schedule requirement.

Assess and evaluate the certification process and understand the best and worst case scenarios.

Proceed with the existing company governance policy.

Perform an analysis to assess the impact on the project.

Directly comply with the financial regulations.

Escalate the issue to upper management and let them decide.

Replace the developer with a skilled resource.

Perform a root cause analysis (RCA) with the team members.

Facilitate communication to ensure clarification of the requirements.

Conduct frequent performance reviews.

Raise a change request.

Purchase the application.

Create a decision tree.

Analyze assumptions and constraints.

Ensure that the schedule is aligned with the vision and objectives.

Escalate the compliance issue to the project management office (PMO).

Congratulate the team and move on to the execution phase.

Develop a new detailed schedule with the team and project sponsor.

Ask the team member to develop more expertise and become a subject matter expert (SME).

Ask the team member to provide a training session for the rest of the team.

Ask the team member to produce a lessons learned document and share it with the team.

Ask the team member to record highlights the team may want to know.

Define the acceptance criteria and specific functional test cases only after analyzing the user feedback from testing the early feature release.

Integrate the acceptance criteria review into the definition of ready (DoR) for each feature and associated tests into the feature's definition of done (DoD).

Use the broadest set of acceptance criteria to ensure that all features have a common quality baseline and associated functional test cases.

Integrate the specific tests into the definition of ready (DoR) for each feature and the acceptance criteria into the feature's definition of done (DoD).

Ask the project team members to include the manager in all of their communications regarding this project.

Inform the manager that only stakeholders identified in the communications management plan should be involved.

Perform a stakeholder analysis and update the communications management plan to reflect the new situation.

Suggest the manager contact the steering committee and project management office (PMO) to be included.

Meet with the team to discuss the root cause and encourage the team to take note of it and continue to focus on the deployment.

Record this case until the final lessons learned session is complete to prevent impacting the team's morale during implementation.

Meet with the team members and request they conduct a review of the case by providing feedback as lessons learned.

Invite a consultant to review the process in order not to repeat the same issue and share the results with the team.

Refer to the requirements traceability matrix and analyze the requirement.

Analyze the benefits management plan and implement the needed change.

Consult the scope management plan with the customer to understand the gap.

Discuss and agree with the customer to implement the missing requirement.

Evaluate the impact of nonrenewal of the license.

Escalate the licensing issue to the product owner.

Add a spike to the backlog for an alternative design.

Raise a change request to secure the renewal.

Meet with the project team to review the work breakdown structure (WBS) and confirm deliverables have been delivered.

Develop a plan to repay the technical debt incurred during the project and ensure that the project sponsor agrees with the plan.

Review the project approval requirements in the project charter and confirm who will be approving the project.

Refer to the project’s work in progress (WIP) reports to ensure that there is no additional work in the backlog.

Submit a change request and allocate the budget and resources needed for execution.

Confirm that the budget and resources are available to execute the work request.

Check the alternative resources available in the organization for the request.

Evaluate the nature of the request and plan communication accordingly.

Assign another senior team member to coach the team member.

Empower the team member to make decisions.

Mentor the team member on a regular basis.

Address the team member's performance accordingly.

Release the team and help them achieve their potential on a new project.

Ask the organization's management for advice regarding the project's direction.

Assess the environmental changes and recommend a pivot for the project.

Pause the project if business value cannot be reached and collect lessons learned.

Request that the project team change their task deliverables to reflect the project sponsor's requirements.

Set up a daily standup and request that the project sponsor attend to understand the project's tasks and deliverables.

Ask the project team to compile a project scope document and obtain approval from the project sponsor.

Facilitate a stakeholder alignment session so that the team and project sponsor are in agreement with the deliverables.

Review the requirements on a weekly basis.

Implement a requirements traceability matrix.

Add the requirements to the project charter.

Understand the project management plan.

Ask the project team to delay the kick-off while resolving the concern.

Request a copy of the project assumptions log for more insight.

Meet with the project sponsor to obtain more information.

Consult with the project team members to gain their opinions.

Create a team incentive program with prizes, allowing the team members to work overtime to find defects.

Reduce the release cycle and invest more time on stabilizing the current features instead of releasing new ones.

Hire a quality assurance specialist and integrate a second phase of testing into the current project life cycle.

Use the next retrospective to understand the root cause of the quality issues and have the team come up with an action plan.

Ask the team to focus only on the goal, not on ad hoc meetings.

Coach the project owner about the implications of unplanned meetings.

Discuss the issue with the project owner at the retrospective meeting

Escalate to the top management because it effects the team.

Defer all actions until the next workshop to keep the team focused on other higher priorities

Follow up on each item as soon as possible to ensure timely completion and report the status to management.

Review the critical path and update the project schedule with the newly identified tasks.

Prioritize the actions with the team, assign individuals who will be responsible for completion, and monitor progress.

Start executing the project since leadership is responsible for the business strategy.

Meet with the project sponsor to better understand the strategic benefits of the project.

Propose an updated business case and project charter that are more aligned with the business strategy.

Conduct qualitative and quantitative risk analysis and record the results in the risk register.

Focus the discussion on recovery and ways to get back on track.

Act in a way to highlight the criticality of the situation.

Punish the team member for providing negative data that will affect the team's morale.

Thank the team member for raising this issue, log it, and move on to the next topic

Schedule regular meetings with project stakeholders to make sure they are satisfied.

Include project stakeholder expectations and needs while creating project acceptance criteria.

Create a statement of work (SOW) and ensure it remains unchanged during the project life cycle.

Discuss project acceptance criteria with the project sponsor before the execution phase.

During the planning phase, when processes for scope definition and activity duration and sequencing will be performed

As soon as possible, as project delays can be significantly avoided when a schedule is developed early

Close to the end of the project, as the forecasts will be more accurate and most risks will already be mitigated

In the initiation process, as it happens concurrently with the project contract and project charter creation

The project is over budget and behind schedule.

The project is under budget and on schedule.

The project is under budget and behind schedule.

The project is on budget and on schedule.

Use a business case to model a sales pitch and gain consensus from the sponsors.

Request help from the project sponsor to get support from the sales agents.

Escalate the issue to senior management to gain team buy-in

Explain the change benefits to the sales agents' manager to get their support.

Place the new team member on a performance improvement program.

Ask another team member to take some of the new team member's work.

Assign easier activities to the new team member.

Allocate time within the iterations to mentor the new team member.

Ensure the change management plan highlights this requirement to prevent future issues.

Update the project charter with this information regarding change management.

Update the project risk register to identify this risk and describe how to mitigate the issue.

Talk with the client to ensure they are aware of the change management procedure.

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.

Request an exception to allow the team to return to work on-site

Allow the team to address the problem as a self-organized team

Coach team members to increase their engagement and collaboration

Force the team to attend the daily standups to gather the project status

Transfer half of the backlog items to the next iteration to allow more time to complete the meetings.

Extend the meeting to 1 hour and request that all of the participants bring up all of the issues.

Instruct the meeting participants to speak only about blockers during the meeting.

Train the three team leads to conduct a local meeting, then run an overall status meeting.

Provide an overview of the completed functionalities and release plan, and capture expectations for future stakeholder involvement.

Invite the product owner to future demonstrations where they can provide feedback.

Provide access to the latest user acceptance test (UAT) environment so they can see the solution.

Remind the product owner of stakeholder accountability, and ask the product owner to determine the appropriate next steps.

Add a fixed number of change requests allowed by the client on the project baseline.

Request sponsor approval for all change requests to reduce the number of changes.

Initiate the number of iterations to reduce the number of change requests.

Reduce the number of approvers required to implement a change request.

Tell the client about the chance for the potential delay.

Work with the project team to evaluate the potential delay.

Do not disclose the likelihood of a delay as it is yet to happen.

Ask the project sponsor to inform the client in the next update

Ask the experienced members to lead the junior members to facilitate skill transfer.

Encourage team members to focus on delivering results with their specialized skills.

Organize networking sessions to allow the team members to get to know one another.

Ask the team to self-organize and escalate any issues to the project manager.

Assess compliance when there is time in the project.

Assign a project team member to ensure compliance.

Review compliance adherence at the end of the project.

Include compliance within the development tools.

Avoid conflict and let the team self-organize on how they want to work on the project tasks.

Ask the project sponsor to provide team members with a project direction regarding outcomes.

Set short-term goals in order to create a winning culture internally and praise team members for achieving them.

Escalate the situation to the steering committee and request that more time be allotted to the project.

Use a burndown chart to provide transparency.

Use a kanban board to increase accountability.

Use a product backlog to manage changes.

Use a burnup chart to provide transparency.

Assume the role of the product owner while the product owner gets familiar with the product.

Schedule time to share insights with the new product owner about the product and project information.

Work with the project management office (PMO) manager to generate an onboarding plan for the new product owner.

Organize a team-building activity and ask the team to respect the opinions of the new product owner.

Hire local contractors who are familiar with the environment.

Start project planning and develop the project management plan.

Face the challenge immediately and start sending relief to the town.

Process a change request for additional funding due to project urgency.

Allow collaboration to smooth out communication between team members.

Add collaboration tools to the communications management plan.

Escalate these communication challenges to the project sponsor.

Organize a team meeting to resolve the communication challenges.

Arrange separated group meetings to allow everyone to express their opinions.

Review the communications management plan with the team and enforce its implementation.

Prepare an agenda for all future team meetings and facilitate the discussion.

Speak with the experienced team member to discuss the issues in a supportive way.

Communicate to stakeholders that no changes can be made after the project has started.

Allow changes to be made as they are requested to keep stakeholders satisfied.

Document all changes but do not take any action until the project is completed.

Implement a formal change control process to evaluate and approve changes.