A project sponsor is transitioning their division to an agile environment and has emphasized that...

Agile success depends heavily on collaboration, shared understanding, and constructive stakeholder participation. When a stakeholder disrupts progress due to unfamiliarity with agile, the project manager (or agile leader) should first address the behavior directly and provide feedback (D). This enables quick course correction through coaching: clarifying agile roles, explaining how iterations deliver value, setting expectations for participation, and establishing respectful working agreements. Early direct engagement often resolves misunderstandings and reduces future disruptions without escalation. Reporting the stakeholder for replacement (A) is premature and damages relationships; it also may be unrealistic if the stakeholder has legitimate authority. Logging the attitude as a risk and continuing (B) avoids the underlying people issue and can compound delays and conflict. Switching to predictive (C) contradicts the sponsor’s direction and does not solve the root cause—lack of agile understanding. Addressing the stakeholder early supports change management, strengthens trust, and improves team flow, while maintaining alignment with the organization’s agile transition objectives.

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