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In Agile, flexibility and adaptability are key, especially when dealing with uncertain or changing requirements like evolving government regulations. The agile coach should ensure that the team is building the product incrementally, allowing for adjustments as needed. This way, when the regulatory changes occur, the team can adapt quickly without disrupting the entire release process. By focusing on delivering small, workable increments, the team can respond to changes more efficiently.

Velocity is a tool forinternal team improvement and forecasting, not external benchmarking. According to thePMI Agile Practice Guide (Section 5.4: Velocity and Estimation)andMike Griffiths’ PMI-ACP Exam Prep Book (Chapter 3: Team Performance), tracking velocity over time helps teams assess theimpact of process changes, refine estimates, and validate theircontinuous improvement efforts.

Option Cis correct: it focuses onteam-level improvement.

Option Auses velocity inappropriately for performance review, which goes against agile principles.

Option Bpromotes unhealthy comparisons across teams.

Option Dis partially true, but stakeholder communication is secondary to internal use.

The correct answer is C – Ask the team to restate the requirements and review them with the client.

Clear communication and shared understanding are core Agile values. The best way to resolve confusion is through direct collaboration. Restating and reviewing requirements with the client fosters alignment and transparency, which reduces rework and frustration.

From the PMI Agile Practice Guide:

“Agile encourages frequent interaction with stakeholders to clarify requirements and reduce misunderstanding. Requirements are best elaborated through collaboration.”

(PMI Agile Practice Guide, Section 5.3 – Backlog Refinement)

Mike Griffiths supports:

“User stories and acceptance criteria should be understood by both team and stakeholders. If confusion arises, revisit and clarify together.”

(Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 5 – Adaptive Planning)

Why not others?

A may boost morale but doesn’t resolve the confusion.

B is speculative and not customer-centric.

D risks building something without validation.

Answer: C

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The Scrum Master should act as a facilitator and protect the team from unnecessary distractions that do not add value. By attending the meetings in place of the team members, the Scrum Master can assess the meetings' value and determine if they are essential to the team's progress. If the meetings are unnecessary or inefficient, the Scrum Master can work with stakeholders to improve or remove them, ensuring that the team’s time is used productively and that they can focus on delivering value.