The project sponsor of a major initiative is consistently changing the prioritization of modular work packages. The team is used to three week sprints and is becoming increasingly frustrated with the

The project manager must engage the sponsor directly to educate them on how constant reprioritization disrupts sprint goals, impacts team morale, reduces productivity, and undermines the predictability of a sprint-based agile framework, advocating for protecting the sprint commitment.

Decreasing the sprint cycle to accommodate daily reprioritization would further disrupt the team's ability to plan and complete work, making it impossible to establish stable sprint goals and potentially leading to burnout.

While team input is valuable, the primary responsibility to manage stakeholder expectations and protect the team from external disruptions lies with the project manager, making direct engagement with the sponsor the more effective first step.

Moving to a Kanban strategy might allow for more flexible reprioritization but would fundamentally change the project's established agile framework (sprints) and might not address the root cause of the sponsor's erratic behavior, which is a communication and expectation management issue.