Your hybrid software implementation project combines agile development sprints with a predictive deployment schedule driven by customer contracts. The development team has consistently delivered high-quality increments, but the operations team responsible for deployment lacks the skills to support the new cloud-native architecture. During the last deployment window, the operations team took four times longer than estimated, causing a customer-facing delay. The operations manager has requested a six-month pause on new features to focus on training their team. However, your roadmap includes critical competitive features that sales has already committed to enterprise customers. How should you proceed?

Question

Accepted Answer

The correct answer is A. Option A is correct because it balances immediate delivery needs with sustainable capability building through knowledge transfer and targeted training (ECO People Task 1.3 - Support team performance). This approach builds organizational capacity without stopping delivery or creating unsustainable workarounds. Option C is the primary distractor because while it solves the immediate problem, it creates knowledge silos, prevents operations from developing necessary skills, and builds technical debt in the deployment process that will worsen over time. Options B and D represent extremes—completely stopping feature delivery damages business value and customer relationships unnecessarily, while just hiring more people doesn't transfer knowledge to existing staff and may not be fast enough to solve the immediate problem.

PMP Practice Question: People — Hybrid, Hard

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