An agile team of specialized engineers has completed some tasks later than planned and with a lower quality than expected. The situation is limiting the value the team is creating for the business. What should the project manager do next?
A.
Execute the next iteration planning considering the quality issues.
B.
Schedule quality reviews to obtain stakeholder approvals and feedback.
C.
Confirm the right quality tests are applied before moving to the next iteration.
D.
Include all the quality problems found in the technical debt backlog.
When quality and timeliness are deteriorating, the immediate priority is to stop defects from flowing forward and compounding. The project manager (or agile lead) should confirm that the right quality tests and practices are being applied before moving on (C). This includes ensuring the Definition of Done is met, validating test coverage, improving automation where feasible, strengthening peer reviews, and enforcing required quality gates so incomplete or low-quality work is not carried into the next iteration. Iteration planning (A) should incorporate quality learnings, but planning alone does not correct current quality discipline. Scheduling stakeholder quality reviews (B) can help with feedback, but it is reactive and may increase overhead if internal quality controls are weak. Capturing issues as technical debt (D) is useful for transparency, but it does not prevent additional defects from being created and can normalize poor quality if the team continues moving forward. By ensuring correct quality tests and controls now, the team improves predictability, reduces rework, and restores the flow of valuable increments to the business.
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