PMP · Question #918
A project manager is working on a project implementing a new time management system that will be rolled out in the next three months throughout the whole organization. Some managers have doubts…
The correct answer is C. Organize sprint reviews for all managers, grouping them based on the deployment schedule. To effectively align managers during the rollout of a new system, the project manager should organize sprint reviews tailored to their specific deployment schedule, ensuring timely and relevant feedback.
Question
A project manager is working on a project implementing a new time management system that will be rolled out in the next three months throughout the whole organization. Some managers have doubts about the transition period. How should the project manager align with the managers during the rollout and cut over?
Options
- AOrganize a sprint review for the new business units one month before the transition ends.
- BOrganize sprint reviews with the managers, grouping them based on hierarchy.
- COrganize sprint reviews for all managers, grouping them based on the deployment schedule.
- DOrganize a full-day sprint review with all the senior managers in the organization.
How the community answered
(46 responses)- A7% (3)
- B11% (5)
- C80% (37)
- D2% (1)
Why each option
To effectively align managers during the rollout of a new system, the project manager should organize sprint reviews tailored to their specific deployment schedule, ensuring timely and relevant feedback.
Holding a single sprint review only one month before transition ends for 'new business units' might be too late for comprehensive feedback and doesn't cover all managers or phases of the rollout.
Grouping managers by hierarchy for sprint reviews is less effective than grouping by deployment schedule, as hierarchical grouping may not align with their operational needs or when they will be directly impacted by the system.
Organizing sprint reviews for managers, grouping them based on their respective deployment schedules, ensures that each group receives information and can provide feedback relevant to their upcoming transition. This approach maximizes engagement and addresses specific concerns managers might have about the system's rollout in their area at the most opportune time, facilitating better alignment during the cutover.
A 'full-day sprint review with all the senior managers' might be inefficient and overwhelming, potentially losing the focused feedback necessary for practical rollout alignment across the entire organization.
Concept tested: Agile stakeholder communication and feedback
Source: https://www.scrum.org/resources/what-is-a-sprint-review
Topics
Community Discussion
6
Viktor S.Jun 24, 2026C is correct. Grouping managers by deployment schedule means each sprint review covers exactly the rollout phase that matters to the people in the room, which directly addresses their transition doubts instead of wasting their time on cutover dates that do not apply to them yet.
Samuel O.Jun 26, 2026C is right and I have seen this play out on a real migration last year, but the one thing I would add is that you still need a single consolidated review at the end or the managers who rolled out in sprint 1 lose visibility into what changed by sprint 3.
Samuel O.Jun 15, 2026Going with D. When I helped roll out a company-wide HR system two years ago, the only way we got real alignment was locking all the senior managers in a room for a full day so they could air concerns face to face and walk out with a unified stance before cutover.
Viktor S.Jun 15, 2026C is correct here because the question is asking about structured change management governance, not improvised consensus building. Your HR rollout story is a great example of stakeholder alignment, but a steering committee with formal decision authority is the repeatable, documented approach the exam is looking for, not a one-off war room session.
Imani T.Jun 25, 2026Confirmed C on my PMP attempt two months ago. The key here is grouping by deployment schedule because that puts managers in the room who share the same rollout timeline and cutover concerns, which means the conversation stays relevant to everyone present. Option B sounds tempting with the hierarchy angle but that just clusters people who may be on completely different deployment waves and won't share the same transition pain points. Anyone know if the exam always favors schedule-based grouping for stakeholder engagement in phased rollouts, or does that logic extend to any multi-wave deployment scenario?
Viktor S.Jun 26, 2026Schedule-based grouping wins in phased rollouts because shared cutover dates create shared risk, but dont overgeneralize it: if the real pain point is functional impact rather than timing, grouping by business unit or process area is the better play and the exam will test whether you can tell the difference.