Your organization is implementing a new customer portal using a hybrid approach. The infrastructure and security components are being delivered predictively with detailed requirements and regulatory compliance needs, while the user interface and customer-facing features are developed using Scrum. During the third sprint review, the Product Owner accepts several UI features, but the security team identifies that these features cannot be deployed to production because the underlying security framework (managed predictively) won't be ready for another two months. The development team is frustrated that completed work cannot be released, and the Product Owner is concerned about demonstrating value to stakeholders. How should you address this situation going forward?

Question

Accepted Answer

The correct answer is A. Option A is correct because it addresses the root cause - lack of coordinated planning between the predictive and agile streams (ECO Process Task 2.1 - Execute project with urgency required to deliver business value). A proper definition of done that reflects true deployability and an integrated release plan ensures both teams work toward synchronized integration points, preventing wasted effort. Option B, the primary distractor, might seem practical but violates agile principles of frequent value delivery and feedback, creates inventory waste, increases integration risk, and defeats the purpose of using an agile approach for the UI. Option C ignores legitimate reasons for using predictive approaches (regulatory compliance, infrastructure stability requirements) and may not be feasible. Option D creates an illusion of progress without addressing the actual problem and could mislead stakeholders about real deployment capability.

PMP Practice Question: Process — Hybrid, Hard

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