A project manager is leading a contract for a new market that was awarded to their company. The client has the desire to jump-start the market with informal sector traders. What should the project manager do?
A.
Plan the project in phases, starting with the informal sector, to deliver business value quickly
B.
Divide the project team into groups to execute as small parallel projects, including the informal sector
C.
Gather requirements and convert them into backlog items to quickly deliver value
D.
Execute the projects simultaneously following the project schedule and the communications management plan
The client’s priority is market acceleration by targeting a specific segment first (informal sector traders). Planning the project in phases starting with that segment (A) best aligns delivery sequencing to strategic business value. A phased approach enables early deployment to the most impactful users, faster validation of assumptions (adoption, operations, compliance, support needs), and learning that can shape subsequent phases. This is benefits-driven planning: deliver outcomes that unlock value earlier while managing risk through staged rollout. Splitting into parallel projects (B) may increase coordination risk and dilute focus, especially in a new market where discovery and stakeholder engagement are critical. Creating backlog items (C) is a useful technique, but it is a planning artifact; it doesn’t explicitly ensure that the first delivered increment targets the informal sector as a strategic objective. Executing everything simultaneously per schedule (D) prioritizes plan adherence over value realization and can delay the client’s desired market jump-start. Phasing by highest-value segment supports faster time-to-value, controlled expansion, and better alignment with client strategy.
==========
Contribute your Thoughts:
Chosen Answer:
This is a voting comment (?). You can switch to a simple comment. It is better to Upvote an existing comment if you don't have anything to add.
Submit