PMP Process — Managing Technical Aspects Practice Question
During an agile project, the team's velocity has dropped for three consecutive sprints. The retrospective revealed that team members are spending too much time on unplanned support tasks. Which THREE actions should the project manager take?
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
✓
Facilitate a focused retrospective to identify specific root causes
Option A is correct because a focused retrospective is the agile mechanism for surfacing and analyzing the specific root causes behind the velocity drop, such as which unplanned support tasks are consuming capacity and why. Option B is correct because the product owner owns the backlog and stakeholder communication, so working with them to shield the team from unplanned work restores the team's ability to commit to sprint goals and stabilizes velocity. Option C is correct because reviewing the velocity trend and adjusting the sprint backlog reflects empirical, data-driven planning that accounts for the reduced capacity rather than ignoring it. Option D is not appropriate because shortening sprints does not reduce unplanned support demand and can add overhead without addressing the root cause. Option E is incorrect because mandating overtime is unsustainable, harms quality and morale, and does not fix the underlying problem of unplanned work.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✓
Facilitate a focused retrospective to identify specific root causes
Why this is correct
A focused retrospective surfaces the specific drivers behind the unplanned support load, such as missing documentation or unclear ownership, rather than accepting the generic symptom. Identifying root causes lets the team design targeted countermeasures instead of repeatedly absorbing the same interruptions.
- ✓
Work with the product owner to limit unplanned work from stakeholders
Why this is correct
Unplanned stakeholder requests consume sprint capacity, so the product owner must filter and prioritise them through the backlog. Limiting this inflow directly addresses the retrospective finding, protecting committed sprint work and allowing velocity to recover over subsequent iterations.
- ✓
Review the velocity trend and adjust the sprint backlog accordingly
Why this is correct
Velocity data exposes the capacity actually available after support interruptions, so revising the sprint backlog to reflect realistic throughput prevents overcommitment. This addresses the stem's declining trend by aligning planned work with demonstrated team capacity rather than aspirational estimates.
- ✗
Reduce the sprint length to increase focus and delivery
Why it's wrong here
Shortening sprints does not reduce unplanned support work; it merely shortens the window in which velocity is measured, leaving the underlying interruption rate unchanged. Shorter sprints suit teams needing faster feedback on volatile requirements, not one whose capacity is being consumed by support tasks.
- ✗
Require the team to work overtime to regain lost velocity
Why it's wrong here
Overtime addresses the symptom, not the unplanned support load, and sustained overtime reduces velocity further through fatigue. It is tempting when a deadline looms, but the retrospective already identified the cause, so the response must reduce interruptions rather than extend working hours.
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Written by Johnson Ajibi, MSc IT Security
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