CAPM Agile Frameworks and Methodologies Practice Question
A startup is using Scrum to develop a mobile app. The product owner has a clear vision and has written detailed user stories for the first release. During sprint planning, the development team estimates that they can complete 40 story points per sprint. However, after two sprints, the team has only completed 30 points per sprint. The product owner is concerned and wants to hold the team accountable. The team says that the estimates were optimistic and that they are still learning the technology. The Scrum Master notices that the team is not using pair programming or test-driven development (TDD) as originally planned. The product owner suggests reducing scope for the next sprint to match the team’s actual velocity. The Scrum Master must decide the best way to proceed. What should the Scrum Master do?
⚠ Common exam trap
Test-takers frequently confuse a target velocity with actual velocity, leading candidates to choose options that enforce accountability or impose practices, rather than using empirical data to adjust planning.
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
✓
Encourage the product owner to use the actual velocity of 30 as the basis for future sprint planning
The Scrum Master should use empirical data (actual velocity of 30 story points) to guide future sprint planning, not the initial optimistic estimate. This aligns with the Agile principle of transparency and adapting based on real team performance, especially when the team is still learning the technology. The product owner can then adjust scope realistically, avoiding overcommitment and fostering trust.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✗
Replace the team lead to send a message about accountability
Why it's wrong here
Removing the team lead punishes a person for estimation error, which is a team-owned problem, and destroys the psychological safety Scrum requires. It is tempting when a product owner wants visible accountability, but replacing a lead suits persistent conduct or capability failures, not velocity variance during technology learning.
- ✓
Encourage the product owner to use the actual velocity of 30 as the basis for future sprint planning
Why this is correct
Velocity is an empirical measure, so planning against the observed 30 points replaces the optimistic 40-point estimate. This aligns sprint scope with demonstrated capacity, prevents overcommitment, and gives the Product Owner a realistic forecast without punishing the team for learning the technology.
- ✗
Set a goal of 40 story points and ask the team to be more productive
Why it's wrong here
Setting a 40-point goal disregards the team's measured velocity of 30, so the sprint backlog would exceed capacity and the team would fail again. It tempts because stretch targets can motivate, but Scrum plans against empirical velocity rather than pressuring the team to close an estimate gap.
- ✗
Insist that the team adopt pair programming and TDD immediately to improve productivity
Why it's wrong here
Mandating pair programming and TDD imposes a prescribed technical practise on a self-organising team, which the Scrum Master has no authority to dictate. It tempts because those practices were originally planned, but coaching the team to inspect its own process is the Scrum Master's actual remit.
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