PMP · Question #1066
The sponsor of a newly formed agile project is struggling to understand the scope and to determine when critical product features will be ready to use. What should the project manager do?
The correct answer is C. Establish the project vision, break down the mam features backlog, prioritize, and create an. To help a sponsor understand scope and delivery timelines for an agile project, the project manager should establish a clear project vision, decompose the backlog into main features, prioritize them, and create an iterative release plan.
Question
The sponsor of a newly formed agile project is struggling to understand the scope and to determine when critical product features will be ready to use. What should the project manager do?
Options
- AMove the team's kanban board to a more visible place to improve the communication with key
- BCreate a detailed project management plan with all planned releases and the tasks needed to
- CEstablish the project vision, break down the mam features backlog, prioritize, and create an
- DInvite the stakeholder to the project's daily meetings, providing better visibility on what the team is
How the community answered
(48 responses)- A15% (7)
- B2% (1)
- C75% (36)
- D8% (4)
Why each option
To help a sponsor understand scope and delivery timelines for an agile project, the project manager should establish a clear project vision, decompose the backlog into main features, prioritize them, and create an iterative release plan.
While increasing visibility of a Kanban board is generally good, it primarily shows current work and flow, not the overall project scope, vision, or future release timelines that the sponsor is asking about.
Creating a "detailed project management plan with all planned releases and tasks" is characteristic of a traditional, predictive approach and contradicts the flexibility and emergent design principles of agile, especially for a "newly formed agile project."
For a sponsor struggling with scope and delivery timelines in an agile project, establishing a clear project vision, breaking down the main features into a prioritized backlog, and creating an iterative release plan provides the necessary strategic overview and transparency. This approach helps the sponsor visualize the product's evolution and anticipated delivery of key features over time.
Inviting the sponsor to daily stand-ups provides too much granular detail and may overwhelm them, not providing the high-level strategic information about overall scope and critical feature timelines they are seeking.
Concept tested: Agile project initiation and scope communication
Source: https://www.scrum.org/resources/product-owner-learning-path
Topics
Community Discussion
7
Ingrid P.Jul 5, 2026C is correct. The sponsor needs the big picture and a roadmap, so establishing the vision, breaking down the features, prioritizing, and creating a release plan gives them exactly what they need without falling back on waterfall planning. I made a card for this one: if the stem says agile and the sponsor is confused about scope and timing, the answer is vision plus roadmap, not a detailed project management plan.
Grace U.Jul 8, 2026That card is spot on, and I would just add that the vision piece is what separates this from a plain product roadmap, since sponsors specifically need the why before they care about the when.
Grace U.Jun 30, 2026C is the right call here, though the truncated wording is annoying. The sponsor needs the big picture and a sense of timing, and a product vision plus a prioritized backlog with a roadmap gives them both without overcommitting to a rigid plan. D is tempting because visibility sounds like the fix, but daily standups are operational and will overwhelm a sponsor who is already struggling to see the forest for the trees. B is the classic trap of defaulting to predictive habits, which directly contradicts an agile approach. Confirmed C on exam last month, and the vision plus roadmap combo is exactly what the
Lena V.Jun 28, 2026Leaned toward D but sponsor wants scope clarity not daily standups, C delivers vision and roadmap.
Imani T.Jun 29, 2026C is right but the real trap is D, people confuse keeping stakeholders informed with keeping the sponsor aligned on scope and vision, two very different audiences.
Imani T.Jul 5, 2026Going with D here. The sponsor wants visibility into scope and timing, and in agile the fastest way to get someone up to speed is to get them in the room with the team. Daily standups give real-time insight into progress, blockers, and what is actually being delivered. No degree needed to see that direct exposure beats handing a sponsor a backlog or a plan they will not understand anyway. The other options either over-promise fixed scope or put the burden on the sponsor to chase down information.
Grace U.Jul 8, 2026C is correct here. The sponsor is asking for scope and timing visibility, which points to the release plan or roadmap as the artifact that actually shows that bigger picture, whereas daily standups are great for the team but do not give a sponsor that rolling view of what is coming and when.