A cross-functional team is a group of people with different skills and expertise who work together to achieve a common goal. A cross-functional team is beneficial for agile projects, as it enables the team to deliver value faster, collaborate better, and adapt to changing requirements and customer feedback. When a planned activity becomes more complex, the best approach is to have the cross-functional team work together to complete the activity, as this allows the team to leverage their diverse skills and knowledge, share ideas and solutions, and overcome challenges and risks. The team can also communicate and coordinate more effectively, and ensure that the quality and scope of the activity are met. This is part of the Execute Project Work process, which aims to perform the activities that produce the project deliverables. The other options are not the best choices because they do not utilize the full potential and capacity of the cross-functional team. The team facilitator gets support from external team members (option A) may introduce more complexity and dependency, as the external team members may not be familiar with the project context, objectives, and processes. The team members bring in a specialist to help them (option B) may be helpful, but it may also create a bottleneck and dependency, as the specialist may not be available or accessible when needed. The product owner moves it to the product backlog (option C) may delay the delivery and value of the activity, as the product backlog is a prioritized list of features and requirements that the team will work on in future iterations. It may also create dissatisfaction and frustration among the team and the customer. References:
* Project Management Professional (PMP) Reference Materials:
* A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, pp. 71-123
* Agile Certified Practitioner | PMI
* Professional in Business Analysis (PBA) Reference Materials:
* Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Elicitation and Analysis, pp. 79-80
* The Benefits of Cross-Functional Teams on Your Projects

The statement of work (SOW) is a document that describes the project scope, deliverables, acceptance criteria, assumptions, and constraints1. It is usually part of the contract between the buyer and the seller2. If the project manager remembers negotiating and agreeing to the deliverable during the tender process, they should look to see if the deliverable is described in the SOW, which would be a contractual obligation for the seller. Requesting a change in the contract, adding the deliverable to the requirements traceability matrix, or terminating the contract are not appropriate actions in this situation. References:
* 1 PMBOK Guide, 6th edition, page 154
* 2 PMBOK Guide, 6th edition, page 473

The first step for a new project manager-especially one taking over midstream-is to understand the business objectives and rationale for the project. The business case outlines the expected benefits, strategic alignment, and value proposition, which are essential for understanding how success is defined.
According to the PMBOK Guide - Seventh Edition, the business case is a key input to initiating and monitoring a project's continued alignment with organizational strategy.
Option B is premature without understanding the current baseline and project justification.
Option C is detailed-level work; business context is needed first.
Option D is helpful but comes after understanding the foundational documentation.
References:
PMBOK Guide - Seventh Edition, Value Delivery System and Business Case
PMI Guidelines for Managing Transitions Between Project Managers
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An iterative delivery approach is a method of project management that breaks down large projects into smaller cycles or iterations, each delivering a usable and potentially releasable product increment12. An iterative delivery approach is suitable for projects that have a high degree of uncertainty, complexity, or change, such as the transformation of operational processes and the main system of a transportation company3. In order to help the team understand the work that needs to be done, the project manager needs to work with the team to decompose the scope into a work breakdown structure (WBS) and work packages. A WBS is a hierarchical decomposition of the project scope into smaller and more manageable components, each with a unique identifier and a clear definition of what is included and excluded4. A work package is the lowest level of the WBS, which represents a unit of work that can be assigned, executed, monitored, and controlled by a single person or a small group. By creating a WBS and work packages, the project manager can help the team to:
* Clarify the project scope and objectives
* Identify the deliverables and outcomes of each iteration
* Estimate the resources, time, and cost of each work package
* Define the roles and responsibilities of each team member
* Establish the dependencies and sequence of work packages
* Monitor and control the progress and quality of each iteration
* Communicate and collaborate effectively with stakeholders References:
* Incremental Delivery and the Principles of the Agile Manifesto
* What is Iterative, Incremental Delivery? The Hunt for the Perfect ...
* An iterative and incremental approach to planning ERP projects
* Work Breakdown Structure (WBS) | Project Management Institute
* [Work Package - Project Management Knowledge]

According to the PMBOKGuide, conflict resolution is an essential skill for project managers. The guide suggests that conflicts should be addressed early and in a private setting using an open and collaborative approach1. Direct communication with the functional manager to understand their perspective is aligned with these principles. It allows the project manager to identify the root cause of the conflict and work towards a resolution before escalating the issue or considering alternative options. References: PMBOKGuide - Conflict Resolution Strategies1; PMBOKGuide - Create a collaborative project team environment2.