When stakeholders are concerned about visibility and control, the project manager should address governance directly by engaging stakeholders to review how oversight, reporting, decision rights, and escalation will work in an agile context. Meeting with stakeholders to discuss and review the governance structure (B) is the best first step because it builds shared understanding and confidence, clarifies what information is needed (metrics, cadence, artifacts), and adapts governance appropriately without assuming the solution upfront. Jumping immediately to a hybrid model (A) may be correct later, but it presupposes the outcome rather than first understanding stakeholder needs, regulatory requirements, and organizational controls. Simply following the existing governance unchanged (C) risks misfit—traditional gates and heavy documentation may slow a time-critical agile effort or create friction, while still not providing meaningful transparency. Reviewing governance “to reflect scope changes” (D) is too narrow; governance must reflect delivery approach, roles, and information flow—not only scope. Stakeholder-centered governance design supports trust, compliance, and timely decision-making—key business-environment objectives in PMP-aligned delivery.

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