A project manager is about to start a large-scale project with unclear requirements, a fixed deadline, and a fixed budget. The client cannot provide a product owner due to limited capacity and wants to be involved only a few times during the project. How should the project manager plan and manage the project?

The correct answer is to agree on an MVP, establish review deadlines, and use a backlog with weekly sprints. This approach is best because it acknowledges the unclear requirements (common in agile), provides a structured way to manage them (backlog, sprints), and addresses the client's limited availability by scheduling specific review points. The MVP ensures a deliverable is defined despite initial ambiguity, and weekly sprints allow for iterative development and feedback. The other options are less suitable: Convincing the client about a product owner is ideal but might not be feasible given the client's capacity constraints. The project manager needs a practical solution. Defining all requirements upfront is difficult with unclear requirements and contradicts the agile nature suggested by the problem. A long-term detailed plan is unsuitable for evolving requirements. Refusing the project is not a practical solution for a project manager. The goal is to find a way to manage the project successfully despite challenges.