CAPM Agile Frameworks and Methodologies Practice Question
A Scrum team is struggling with its Daily Scrum. The Scrum Master notices that the meeting often runs long, turns into a status report to the Scrum Master, and does not result in a clear plan for the next 24 hours. Which two actions should the Scrum Master take to improve the Daily Scrum? (Choose two.)
⚠ Common exam trap
The trap here is thinking that enforcing the three questions or extending the timebox will fix the meeting, when the real fix is shifting ownership and focus to the Sprint Goal.
Answer choices
Why each option matters
Answer the question above first, then reveal the full breakdown to understand why each option is right or wrong.
Correct answer & explanation
✓
Coach the team to focus on inspecting progress toward the Sprint Goal and adapting the Sprint Backlog.
The Daily Scrum exists for the Developers to inspect progress toward the Sprint Goal and adapt the Sprint Backlog, and it must be self-managed. Coaching the team to focus on these outcomes and to own the event addresses the root causes of long, status-oriented meetings. The Scrum Master serves as a teacher and facilitator, not a chairperson.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✓
Coach the team to focus on inspecting progress toward the Sprint Goal and adapting the Sprint Backlog.
Why this is correct
The Daily Scrum is for the Developers to inspect progress toward the Sprint Goal and adapt the Sprint Backlog. Coaching the team to center the discussion on these two elements directly addresses the problem. It shifts the focus from reporting status to planning the next day's work, which is the event's purpose in Scrum.
- ✓
Teach the Developers to self-manage the Daily Scrum and hold each other accountable.
Why this is correct
The Daily Scrum is owned by the Developers, and self-management is key to its success. Teaching them to run the event themselves and hold each other accountable reduces reliance on the Scrum Master and fosters ownership. This directly counters the tendency to report to the Scrum Master and helps the team take responsibility for their plan.
- ✗
Allow the Product Owner to lead the Daily Scrum to ensure priorities are communicated.
Why it's wrong here
The Product Owner may attend but should not lead the Daily Scrum; it is a Developers' event. Having the Product Owner lead would undermine self-management and likely turn the meeting into a priority-setting session rather than a technical planning session. This would not solve the status-report problem and could introduce new dysfunctions.
- ✗
Extend the timebox to 30 minutes to give everyone enough time to speak.
Why it's wrong here
The Daily Scrum is timeboxed to 15 minutes regardless of team size. Extending it would violate Scrum's timebox and likely exacerbate the inefficiency rather than fix it. The issue is not lack of time but lack of focus; a longer meeting would allow the status-report pattern to continue and waste more time.
- ✗
Instruct each team member to answer the three standard questions in strict order.
Why it's wrong here
While the three questions can be a helpful format, they are not mandatory and can reinforce a status-report mindset. Enforcing them strictly may make the meeting mechanical and fail to address the underlying issue of lacking a collaborative plan. The Scrum Master should instead guide the team toward a more effective structure that suits their context.
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Written and reviewed by Johnson Ajibi, MSc IT Security
Senior Network & Security Engineer · founder of Courseiva
Last reviewed September 2026 · checked against the official PMI exam blueprint
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