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One of the key principles of agile project management is to deliver value to the customer frequently and iteratively. This means that the team should aim to deliver working software or features that meet the customer’s needs and expectations in each iteration, rather than waiting until the end of the project to deliver the whole product. This way, the team can get feedback from the customer and make adjustments as needed, as well as reduce the risk of delivering something that does not satisfy the customer. Therefore, if the team discovers that they are unable to implement a feature completely in the first iteration, and that the feature is a critical component that the customer has prioritized, the best option is to split the feature into smaller subfeatures, implement them, and then deliver them incrementally in multiple iterations. This will allow the team to deliver value to the customer sooner, as well as to manage the scope and complexity of the feature more effectively. The other options are not consistent with the agile principles and values, as they may compromise the quality, functionality, or customer satisfaction of the feature. Reducing the scope of the feature to fit into one iteration may result in delivering a feature that does not meet the customer’s requirements or expectations, or that is not fully tested or integrated. Going back to the customer and explaining that they cannot implement the feature completely in one iteration may cause the customer to lose trust or confidence in the team’s ability or commitment, or to perceive the team as inflexible or unresponsive. Asking the customer to simplify the feature so that it can be implemented in one iteration may imply that the team is not willing or able to handle the complexity or challenge of the feature, or that the team is not respecting the customer’s needs or preferences. References:

• PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, pp. 28-29, 35-36, 54-55.
• Agile project management and the PMBOK® guide, Sliger, M. (2008). Agile project management and the PMBOK® guide. Paper presented at PMI® Global Congress 2008—North America, Denver, CO. Newtown Square, PA: Project Management Institute.
• What Is Agile Project Management?, Good, L. (2023). What Is Agile Project Management? Project-Management.com.

According to the PMBOK Guide, 6th edition, page 123, a management review is a meeting with senior management and other key stakeholders to review the project performance and address any issues or concerns. The purpose of the management review is to ensure alignment of the project objectives with the organizational strategy, to monitor and control the project progress, and to provide guidance and support to the project manager and the project team. To make the management review effective, theproject manager should review the metrics and key performance indicators (KPIs) that objectively reflect the status of deliverables, such as scope, schedule, cost, quality, risk, and stakeholder satisfaction. These metrics and KPIs should be based on the project management plan and the performance measurement baseline, and should be communicated in a clear and concise manner. The project manager should also highlight any variances, issues, or changes that may affect the project performance or the stakeholder expectations, and propose corrective or preventive actions as needed. The project manager should also seek feedback from senior executives and other stakeholders on the project performance and the proposed actions, and document the outcomes and decisions of the management review. References:

• PMBOK Guide, 6th edition, page 123
• Free PMP Practice Exam Questions - 120 Sample Test Questions

 In an agile team, the project manager should foster a culture of self-organization and empowerment, where the team members are given the authority and responsibility to make decisions that affect their work. This can increase the team’s motivation, creativity, and productivity, as well as reduce the need for micromanagement and bureaucracy. Discouraging the team members from asking for more autonomy, or delegating the decision-making to the team lead or the management team, can undermine the agile principles and values, and create dissatisfaction, confusion, or conflict among the team members. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 2: Value Delivery System, Section 2.3.1: Agile Principles and Values
• Agile Practice Guide, Chapter 2: An Agile Mindset, Section 2.2: Empowerment and Collaboration
• [PMP Exam Content Outline], Domain III: People, Task 8: Support team performance.

= According to the Agile Practice Guide, changes are inevitable and welcome in agile projects, as they provide opportunities to deliver more value to the customer1. However, changes should be evaluated and prioritized by the customer or the product owner, who represents the customer’s voice2. The project manager should facilitate the change management process and ensure that the changes are aligned with the project vision and goals3. Therefore, the project manager should continue the iteration and review the change with the customer, who can decide whether to accept, reject, or defer the change. This is also consistent with the agile principle of delivering working software frequently and satisfying the customer through early and continuous delivery of valuable software4. References:

• 1: Agile Practice Guide, p. 13
• 2: Agile Practice Guide, p. 27
• 3: Agile Practice Guide, p. 37
• 4: Agile Practice Guide, p. 9