A project manager new to agile finds that unclear project objectives and an undefined Definition of Done (DoD) have caused other projects to stall, with sponsors repeatedly asking for more features. What should the project manager do to prevent this?

The correct answer is to schedule meetings with key stakeholders to build the agile project charter and set clear expectations for the project. An agile project charter defines the project's vision, scope, and objectives, and establishes the Definition of Done (DoD). This proactive approach ensures all stakeholders are aligned from the outset, preventing scope creep and ensuring a clear understanding of what constitutes a completed and acceptable deliverable. Holding meetings to list every task in a traditional project management plan is not an agile approach and won't address the root cause of unclear objectives or an undefined DoD in an agile context. Convincing the sponsor to involve quality experts is a good practice for quality assurance but doesn't resolve the fundamental issues of unclear objectives or an undefined DoD. Persuading the product owner to find a solution is important, but the project manager needs to facilitate a broader stakeholder discussion to establish the foundational documents like the agile charter and DoD.