A company wants to be a pioneer in its industry and has announced the launch date of a new innovative product. After the first sprint planning, the team realizes that it is not possible to deliver all the features in the required time.What should the project manager do to ensure success?

This approach may not be feasible or constructive, as it places the burden on the customer to adjust their expectations. It could damage the relationship with the customer and may not address the underlying issues in the team's capacity to deliver on time. Instead of seeking customer-driven reductions, the team should focus on what can be realistically achieved within the existing scope.

While reviewing contingency plans is important, this action may not directly solve the immediate problem of delivering the product on time. It could lead to delays without tangible outcomes if stakeholders are not aligned on prioritizing the MVP. More proactive steps are needed to streamline focus on essential features.

Simply increasing team capacity does not guarantee timely delivery, as it may overlook potential challenges such as team dynamics, quality of work, or the complexity of existing tasks. This choice risks hastily expanding the team without ensuring that the new additions can effectively contribute, which may ultimately hinder progress rather than help.