Explanation
According to the PMBOK Guide, a project manager should choose the appropriate project approach based on the project context, objectives, stakeholders, governance, and environment1. A project approach can be predictive, agile, or hybrid, depending on the degree of uncertainty and change involved in the project2. A predictive approach is a plan-driven approach that follows a sequential and linear process to deliver the project scope as defined at the beginning of the project. An agile approach is a value-driven approach that follows an iterative and incremental process to deliver the project scopeas it evolves throughout the project. A hybrid approach is a combination of serial and agile strategies that can be used for different phases or work packages of a project3.
In this scenario, the project manager is assigned to a project with a long time line and complex scope. The client requires a high-level, long-term plan as well as something that will work immediately, adding features to the product as the project progresses. This suggests that the project has both predictable and unpredictable elements, and the client expects both stability and flexibility from the project manager. Therefore, the project manager should plan and deliver the project using a hybrid approach, which can provide the best of both worlds. The project manager should plan the project with a predictive approach with a work breakdown structure (WBS), which is a hierarchical decomposition of the project scope into manageable components. The WBS can help the project manager to define the high-level, long-term plan for the project, as well as to estimate the project resources, time, and cost. The project manager should then execute the project using an agile approach, which can allow the project manager to deliver value incrementally and iteratively, adding features to the product as the project progresses. The agile approach can also enable the project manager to respond to changes and feedback from the client and the stakeholders, and to adapt the project scope accordingly.
The project manager should not plan the project with a predictive approach and a WBS following the plan and deliver value at the end of the project, as this may not meet the client's need for something that will work immediately and add features to the product as the project progresses. The predictive approach may also be rigid and inflexible to cope with the complex and uncertain scope of the project. The project manager should not select an agile approach and manage the project according to best practices to ensure value is delivered to the client, as this may not satisfy the client's requirement for a high-level, long-term plan for the project. The agile approach may also be too vague and ambiguous to handle the long time line and complex scope of the project. The project manager should not agree on a minimum viable product (MVP) first to be delivered immediately with the client and then release the rest of the scope at the end of the project, as this may not provide a clear and consistent vision and direction for the project. The MVP is a version of the product that has enough features to satisfy the early adopters and provide feedback for future development. The MVP may not represent the full scope and value of the project, and may not align with the client's expectations and needs.
References: 1: PMBOK Guide, 6th edition, page 19. 2: PMBOK Guide, 6th edition, page 25. 3: PMBOK Guide, 6th edition, page 27. : PMBOK Guide, 6th edition, page 155. : [What is a Minimum Viable Product (MVP)?]