In a construction project for a new building, the project manager decides to apply agile...

 According to the Agile Practice Guide, one of the agile principles is to deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale1. To achieve this, the project manager should break down the work into small and manageable pieces, called stories, that can be completed within a short iteration, called a sprint. This will help to improve the accuracy of the estimates, the quality of the deliverables, and the feedback from the customer. Therefore, the project manager should reduce the story size by splitting stories that are too large or complex into smaller and simpler ones. Creating a product backlog may be a good practice, but it is not the best answer. The product backlog is a list of features or requirements that the customer wants in the final product. It does not address the issue of inaccurate estimates or large stories. Performing sprint reviews with the team may be a useful activity, but it is not a preventive measure. The sprint review is a meeting at the end of each sprint where the team demonstrates the completed stories to the customer and collects their feedback. It does not address the issue of inaccurate estimates or large stories before the sprint starts. Assessing the previous project velocity may be helpful, but it is not sufficient to address the issue. The project velocity is a measure of how much work the team can complete in a sprint. It can be used to plan and monitor the project progress, but it does not address the issue of inaccurate estimates or large stories for the current sprint. References: Agile Practice Guide, Chapter 3, Section 3.2.1 (Product Backlog), Section 3.2.4 (Sprint Review), and Section 3.2.5 (Velocity)