The project uses a predictive life cycle, but a major deliverable will be delivered incrementally. The assigned resources are experienced, reliable, and willing to make decisions that the project manager typically makes after each increment. What should the project manager do?

The correct answer is to support the decisions of the team and transfer decision-making responsibility to them. This aligns with servant leadership and empowering experienced, reliable teams, especially in a hybrid environment where incremental delivery suggests agility. Empowering the team fosters ownership and efficiency. Scheduling a steering committee meeting is unnecessary and bureaucratic for an internal team decision, especially when the team is capable. Telling the team the project manager will retain all decision-making responsibility contradicts the principles of team empowerment and self-organization, which are beneficial in hybrid models. Consulting the product owner is not the primary action here; while the product owner defines "what" is built, the "how" (including operational decisions within increments) can be delegated to a capable team.