You completed four sprints on a critical operations transformation project when the innovation director was replaced. The new director put the project on hold pending a new strategy. What should you do first?

The correct answer is to discuss the project's vision and potential impacts with the new director. As a project manager, your primary responsibility is to understand and align with stakeholder needs. A new director signifies a major stakeholder change, and their decision to put the project on hold indicates a lack of understanding or alignment with the project's purpose. Engaging in a direct discussion allows you to educate them on the project's value, current progress, and strategic importance, which is the most proactive and effective first step to getting the project back on track. Reviewing previous risk management plans is premature; the immediate issue is the project hold, not risk planning. Escalating to the sponsor might be necessary later if direct engagement fails, but it bypasses the opportunity to build rapport and understanding with the new director. Adjusting the contingency budget is irrelevant while the project is on hold and its future uncertain.