In a hybrid project a major design change was approved and the schedule and budget impacts are known. The software team leader refuses to commit to delivery dates, citing an agile approach, while the hardware team needs the software to proceed. What should the project manager do?

The correct answer is to add this risk to the risk register and monitor it. The software team leader's refusal to commit to dates, despite known impacts, introduces uncertainty that could affect project objectives. This situation aligns with the definition of a risk: an uncertain event or condition that, if it occurs, has a positive or negative effect on project objectives. The project manager should formally document this risk, analyze its potential impact and probability, and plan appropriate responses as per the risk management plan. Escalating to higher management is premature; the project manager should first attempt to manage the situation within their authority. Imposing delivery dates or forcing a predictive approach undermines agile principles and could lead to demotivation or inaccurate commitments, which are not effective solutions in a hybrid environment.