A healthcare technology project is implementing an electronic health records (EHR) system using a hybrid approach: infrastructure deployment follows waterfall due to compliance requirements, while user interface and workflow optimization use Kanban for continuous improvement. Three months before go-live, a new data privacy regulation is enacted requiring additional patient consent workflows and encryption standards. Compliance is mandatory within six months. The predictive infrastructure track cannot accommodate changes without a formal change control process requiring executive approval and four weeks minimum. The Kanban team can adapt quickly but depends on infrastructure capabilities. The CCB meets monthly, with the next meeting in three weeks. What should the project manager do?
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View all →A financial services company is implementing a new customer portal using a hybrid approach, with infrastructure components delivered predictively and user interface features delivered iteratively. During the third sprint, a new regulatory requirement is announced that affects data retention policies. The compliance team states this must be implemented immediately to avoid penalties. The infrastructure team indicates they need 8 weeks to modify the database architecture, which would disrupt the current release plan. What should the project manager do first?
A manufacturing company is running a hybrid project to upgrade its production planning system. The core ERP integration follows a waterfall approach with fixed milestones, while the reporting and analytics module uses Scrum with two-week sprints. The product owner for the analytics module wants to incorporate machine learning capabilities after seeing a competitor's demo, but this would require significant changes to the data architecture being developed by the waterfall team. The business case did not include advanced analytics. How should the project manager address this situation?
A retail company is executing a hybrid project to implement a new inventory management system. The database and integration layer follow a waterfall approach, while the user interface is developed using Kanban. After the first phase delivery, sales performance metrics show that stores using the new system have 15% lower productivity than projected, despite the system meeting all technical requirements. Store managers report the interface is too complex for their workflow. The project is currently 60% complete with both budget and schedule. What should the project manager do?