A project manager has been keeping track of impediments that have been discussed with the team in daily meetings. The risk register continues to grow, and only a few impediments have been mitigated…

Identifying critical impediments is part of risk management, but it doesn't directly address the *resolution* of the existing and growing list of unmitigated issues.

In an agile or empowered team environment, the project team members are often best positioned to identify, troubleshoot, and resolve impediments themselves, given their direct involvement and technical understanding of the work. The project manager's role is to facilitate this process, empower the team, and remove blockers they cannot resolve independently.

Stopping development until all impediments are resolved is an extreme and often impractical measure that would halt progress entirely.

Discussing *all* impediments with the sponsor is an escalation that might be necessary for specific, high-impact issues beyond the team's control, but the initial step should be to empower the team to resolve what they can.