Your team is making good progress on the web site development. You are sending your status reports and updating the project web page. You get few comments, so you assume all is well. About half$-$way through the project you demonstrate your site to the hospital leadership team. The call center director says your workflow is all wrong, and the portal will not work with their process. Fixing it will cost you six$-$weeks. The Director of Medicine says that doctors will not use the interface you have developed, which means more rework.

You are not getting timely input from important stakeholders, so you later create a communications plan that recognizes that you need a mix of meetings, reports, and other broadcast information for different people.

You are more than half$-$way through the project. Shirley asks if you have handled the issue she raised three weeks ago about a mandatory software upgrade. The billing department asks if you have changed the portal to match their new process. Your development team says they may need new testing software and more help to stay on schedule. You are losing track of issues, and your steering team is starting to hear complaints about your responsiveness. What do you do$?$

You implement an issue tracking process managed at the project level by you and Shirley. She asks why you don$$t just have the agile development team manage issues in their daily meetings.

The agile process empowers the development team to manage their own day$-$to$-$day work, so you ask them to improve their issues management process and respond to issues within $24$ hours or escalate to you if they need help.