PMP Hybrid approach Practice Question
A project manager is overseeing a large-scale agile transformation in a traditional organization. The executive sponsor asks the PM to create a detailed project plan for the entire transformation, including Gantt charts. What should the PM do?
⚠ Common exam trap
Candidates may assume that agile transformations cannot use any upfront planning, but a hybrid approach with high-level milestones is often acceptable and demonstrates flexibility.
Answer choices
Why each option matters
Answer the question above first, then reveal the full breakdown to understand why each option is right or wrong.
Correct answer & explanation
✓
Propose a hybrid approach with high-level milestones and iterative planning
Option A is correct because a hybrid approach with high-level milestones and iterative planning satisfies the executive sponsor's need for visibility while preserving the adaptive, incremental nature of an agile transformation. Large-scale agile transformations are inherently uncertain, so detailed upfront Gantt charts for the entire effort would be misleading and quickly obsolete. Option B is wrong because refusing outright damages stakeholder trust and ignores that agile can coexist with some traditional planning artifacts. Option C is wrong because committing to a fully detailed Gantt chart contradicts agile principles and creates false precision. Option D is close but less fitting than A, since it only offers a roadmap and does not explicitly blend traditional milestone planning with iterative delivery as the hybrid approach does.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✓
Propose a hybrid approach with high-level milestones and iterative planning
Why this is correct
Agile transformation is emergent, so a full Gantt chart would be invalidated quickly. A hybrid approach gives the sponsor high-level milestones for governance while preserving iterative planning, satisfying both the traditional reporting expectation and agile delivery.
- ✗
Refuse to create the plan because agile does not use Gantt charts
Why it's wrong here
Refusing outright ignores the sponsor's legitimate governance need and stalls the transformation; agile still requires stakeholder engagement. Gantt charts suit predictive, scope-stable delivery, so refusing would be defensible only where the sponsor already accepts adaptive planning and no external reporting mandate exists.
- ✗
Create the detailed Gantt chart as requested to satisfy the sponsor
Why it's wrong here
Producing a detailed Gantt chart commits to fixed dates and dependencies across a transformation whose scope emerges iteratively, so the plan becomes obsolete and misleads governance. Gantt charts are correct for predictive projects with stable, well-understood scope and contractual milestone reporting.
- ✗
Explain that agile transformation is uncertain and should be approached with adaptive planning, and suggest a high-level roadmap instead
Why it's wrong here
Incorrect. While adaptive planning is important, simply explaining uncertainty and suggesting a roadmap may be insufficient; a hybrid proposal is more proactive and collaborative.
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