PMI PMI-ACP Practice Test Questions, Exam Dumps

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PMI-ACP PMI Practice Test Questions and Exam Dumps

Question 1:

A new development team has struggled with providing accurate estimates for items in the product backlog, leading to incomplete sprint backlogs in the last two sprints. What should the team do to enhance the precision of their future estimates?

A. Decrease the sprint time box until the team is able to deliver the entire agreed-upon sprint backlog in a single sprint
B. Discuss estimating techniques in the daily scrum meeting
C. Increase the size of the development team until the team is able to deliver the entire agreed-upon sprint backlog in a single sprint
D. Begin tracking estimated effort metrics as an input to performance evaluation

Answer: B

Explanation:

The development team in question is facing a common challenge encountered by newly formed agile teams: inaccurate estimation of the effort required to complete product backlog items. This has led to shortfalls in sprint deliverables. The most appropriate way to address this problem is to improve the team's understanding and application of estimation techniques, and this should ideally be done through frequent and focused team discussions.

Option B—discussing estimation techniques in the daily scrum—is the best choice among the provided options, though in real agile practice, the more ideal place for this discussion might be the sprint retrospective or a dedicated team workshop. However, consistent and short daily scrums can help surface ongoing estimation issues and provide an opportunity to make small but continuous improvements.

Estimation techniques in agile—such as story points, planning poker, t-shirt sizing, or relative sizing—require experience and calibration over time. New teams often struggle with overcommitting due to a lack of shared understanding of complexity and effort. By discussing how they are estimating and where their assumptions are off, the team can gradually align better and refine their estimation accuracy.

Now let’s explore why the other options are not suitable:

A. Decrease the sprint time box – This is not a practical or effective solution to poor estimation. Changing the sprint duration as a reaction to inaccurate estimates avoids addressing the real issue and can disrupt team rhythm and expectations. Sprint length should be stable to support predictability and consistent delivery.

C. Increase the size of the development team – Simply adding more people does not guarantee increased productivity or better estimation. In fact, new team members often require onboarding and can slow down overall progress initially. Moreover, this option addresses capacity, not estimation accuracy.

D. Begin tracking estimated effort metrics for performance evaluation – This can lead to negative behaviors, such as padding estimates or focusing on meeting metrics rather than delivering value. Agile encourages transparency and improvement over time, not using estimates to judge individual or team performance.

In summary, the correct way to improve estimation accuracy is through open communication and shared learning within the team. By regularly discussing what worked and what didn’t, and by refining their use of estimation techniques in a collaborative setting, the team can grow more accurate and confident in their planning. Therefore, the best answer to this scenario is for the team to engage in discussions about estimation techniques, making B the correct option.

Question 2:

Midway through a sprint, the scrum master identifies that reassigning a certain task could help the team meet its sprint's goals. What should the scrum master do next?

A. Alert the team that sprint goals might not be met and create an alternative plan
B. Obtain team buy-in to perform modifications to the sprint backlog
C. Have the sprint proceed as planned
D. Ask the team to decide if the task should be reassigned

Answer: B – Obtain team buy-in to perform modifications to the sprint backlog

Explanation:

In Scrum, the sprint backlog is the set of tasks or items the team commits to completing during a sprint. If the Scrum Master identifies that reassigning a task could help the team meet its sprint goals, it is important to involve the team in the decision to ensure alignment and commitment to the change. This can be done by obtaining the team's buy-in to make modifications to the sprint backlog.

Here’s why B is the correct option:

B. Obtain team buy-in to perform modifications to the sprint backlog – Correct. In Scrum, the team is responsible for delivering the sprint goals, and the Scrum Master facilitates the process but does not dictate decisions on task reassignments. The team must be involved in decisions that impact the sprint backlog, as they need to understand the rationale behind the changes and be aligned with the updated plan. The Scrum Master should obtain buy-in from the team before modifying the sprint backlog, ensuring that any changes are agreed upon and understood by everyone.

Let’s break down the other options:

A. Alert the team that sprint goals might not be met and create an alternative plan – This is incorrect. Alerting the team about possible failure without discussing specific corrective actions does not align with Scrum principles. Scrum emphasizes collaboration and transparency. Instead of simply predicting failure, the Scrum Master should focus on working with the team to adjust the plan, like reassigning tasks if necessary, to help meet the sprint goals.
C. Have the sprint proceed as planned – This is incorrect. If the Scrum Master identifies an opportunity to improve the chances of meeting the sprint goals (such as by reassigning a task), simply proceeding as planned without acting on this insight would not be in the spirit of Scrum. Scrum is iterative and adaptable, and the team should be flexible enough to make adjustments when needed to meet sprint objectives.
D. Ask the team to decide if the task should be reassigned – This is partially correct, but incomplete. While it is important to have the team involved, the Scrum Master should be proactive in facilitating and guiding the process. The Scrum Master can ask the team to weigh in, but the responsibility to help the team identify the best course of action and secure their buy-in to modify the sprint backlog is crucial. Simply asking the team to decide without proper facilitation may lead to confusion or inaction.

In conclusion, the best course of action is for the Scrum Master to work with the team, discuss the proposed changes, and ensure they are on board with modifying the sprint backlog to increase the likelihood of meeting the sprint goals. This ensures transparency, collaboration, and collective ownership of the decision.

Therefore, the correct answer is B – Obtain team buy-in to perform modifications to the sprint backlog.

Question 3:

In the iteration planning session of a newly onboarded agile team, the product owner includes several high-priority user stories in the iteration backlog. What is the first thing the team should do to determine the tasks required to implement these user stories?

A. Self-organize
B. Assign tasks to each team member
C. Meet with the customer
D. Identify the scrum master

Answer: A

Explanation:

Agile principles emphasize team autonomy, collaboration, and shared ownership of the work. In this scenario, once the product owner has added high-priority user stories to the iteration (or sprint) backlog, the first action the team should take is to self-organize to define the tasks necessary to implement those user stories.

Self-organization is a foundational concept in agile methodologies such as Scrum. It means the development team works together to decide how to approach the work, break down stories into actionable tasks, and determine who will do what—without being directed by a manager or external authority. This empowers the team, increases accountability, and fosters more accurate task planning since the people who will perform the work are the ones designing it.

The iteration planning meeting (or sprint planning) provides the context for this process. During this meeting, the team and product owner collaborate to understand the user stories, ask clarifying questions, and agree on what can realistically be delivered within the time box. Once the stories are selected for the iteration, the development team begins breaking them down into technical tasks. These tasks are typically created by the whole team, ensuring that everyone understands what needs to be done and how they will approach it.

Let’s review why the other options are incorrect:

B. Assign tasks to each team member – Task assignment is not the starting point. Agile teams rely on voluntary task selection or shared ownership rather than top-down assignments. Task distribution should occur organically as the team begins to work, not as a pre-planned directive.

C. Meet with the customer – While ongoing collaboration with customers is a core agile principle, at this stage—immediately after backlog items have been selected—the priority is defining implementation tasks. Any needed customer input should have been gathered earlier or can be clarified during the iteration.

D. Identify the scrum master – The scrum master should already be identified and involved by the time iteration planning begins. While the scrum master facilitates the process, they do not define the tasks or direct the team's work.

To summarize, once high-priority stories are added to the iteration backlog, the team should begin by collaborating to decompose those stories into specific, actionable tasks. This is done through self-organization, which is central to agile team functioning. Self-organization allows teams to operate flexibly, take ownership of their commitments, and optimize how they work together. That makes A the most accurate and agile-aligned response in this situation.

Question 4:

A project's first iteration contains item A, and its second iteration contains item B. The first iteration is behind schedule, which will impact the second iteration. Since items A and B are similar, a team member suggests beginning the design of item B. What should the agile practitioner do?

A. Defer starting the design of item B until the second iteration is being planned
B. Proceed with the design of item B, since it will hasten the second iteration
C. Escalate the issue to the customer, and obtain their approval before starting the design of item B
D. Log the issue in the risk register, and request change control board (CCB) approval

Answer: A – Defer starting the design of item B until the second iteration is being planned

Explanation:

In Agile project management, the goal is to prioritize delivering value and maintain flexibility while ensuring that the team remains focused on the current iteration's objectives. When facing delays in the first iteration, the most appropriate response is to defer starting work on the second iteration (specifically, item B) until it is being actively planned and scoped. This ensures that the team can focus on completing the current iteration's work and not overextend its capacity by starting work prematurely on items planned for future iterations.

Here’s why A is the correct choice:

A. Defer starting the design of item B until the second iteration is being planned – Correct. In Agile methodologies, particularly Scrum, each iteration (or sprint) should be self-contained and focused on the tasks defined in the iteration’s plan. If item A is behind schedule, the team should focus on completing it before moving on to work for the next iteration, even if item B is similar. Starting the design of item B prematurely may create additional complications, such as scope creep, resource contention, or misaligned priorities. It is best to defer the work until the second iteration planning to ensure proper focus and alignment with the team's goals.

Let’s review the other options:

B. Proceed with the design of item B, since it will hasten the second iteration – Incorrect. While this might seem like an efficient way to get ahead, proceeding with work on item B prematurely can create unnecessary dependencies or distractions. Agile emphasizes the importance of staying focused on the current iteration’s tasks. Jumping ahead to item B may cause confusion, disrupt the current iteration’s objectives, and potentially lead to rework if the scope or design changes during the second iteration.
C. Escalate the issue to the customer, and obtain their approval before starting the design of item B – Incorrect. While escalation to the customer may sometimes be necessary, this approach is reactive and unnecessary in this situation. The issue here pertains to managing the iteration schedule and prioritizing tasks effectively within the team. The Agile methodology encourages the team to handle such decisions internally, rather than escalating issues for external approval. Agile practitioners should use their discretion and focus on completing the current iteration before proceeding with future work.
D. Log the issue in the risk register, and request change control board (CCB) approval – Incorrect. In Agile, issues like delays or changes to the iteration schedule are typically addressed within the team and the iteration itself, rather than being handled through formalized processes like change control boards. A risk register may be useful for tracking larger project risks, but the decision to defer work on item B should be made based on the team’s priorities and focus on completing the current iteration, rather than involving formal approval processes that are more common in traditional project management methodologies.

In conclusion, the most Agile and effective approach is to defer starting the design of item B until the second iteration is actively planned. This ensures that the team remains focused on completing the current iteration and avoids overloading the team with work that is not yet required.

Therefore, the correct answer is A – Defer starting the design of item B until the second iteration is being planned.

Question 5:

An Agile team is facing pressure to deliver an application, and the product owner expects that customers will request many changes once the product is released. How should the Agile team respond to this situation?

A. Demand frequent product reviews by the product owner
B. Continuously work with the product owner to do backlog refinement and product reviews
C. Have the product owner provide detailed requirement specifications to ensure the proper features are delivered
D. During the planning session, ensure the team is committed to deliver within the specifications

Answer: B

Explanation:

Agile frameworks are specifically designed to handle and embrace change, especially in fast-paced environments where customer needs and product requirements may evolve rapidly. In this scenario, the product owner is already anticipating multiple change requests once the product reaches the customer. Therefore, the Agile team must adopt a collaborative and adaptive approach that allows for ongoing refinement and continuous feedback.

The best way to address this situation is to continuously work with the product owner on both backlog refinement and product reviews, as stated in option B. This approach aligns with core Agile principles such as maintaining customer collaboration over contract negotiation, and responding to change over following a fixed plan.

Backlog refinement (also known as grooming) is a regular activity where the product owner and development team review items in the product backlog. During this process, the team helps clarify requirements, break down large stories, estimate effort, and prioritize work. This ensures that the backlog stays relevant and up to date as new information or customer feedback emerges. It also provides the flexibility to accommodate anticipated change requests efficiently.

Product reviews (held during sprint reviews) are equally important. These sessions allow stakeholders, including the customer and product owner, to see working increments of the product, provide feedback, and influence the product’s direction. This iterative review process is essential in Agile because it creates opportunities for adjustment before the product is fully released.

Let’s consider why the other options are not the best response:

A. Demand frequent product reviews by the product owner – While product reviews are important, focusing only on demanding reviews from the product owner misses the broader need for consistent collaboration, including backlog refinement. Reviews alone aren’t sufficient to handle ongoing changes in an Agile environment.

C. Have the product owner provide detailed requirement specifications – This approach leans more toward a traditional or waterfall mindset, where detailed documentation is provided upfront. Agile discourages heavy upfront specifications because they often become outdated as customer needs evolve. Instead, Agile favors adaptive planning and just-in-time detailing of requirements.

D. During the planning session, ensure the team is committed to deliver within the specifications – This suggests a rigid, plan-driven approach and does not align with the Agile value of embracing change. Being committed to a fixed set of specifications can reduce the team's responsiveness and flexibility, which are essential when change is expected.

In conclusion, the most Agile-aligned and effective way to respond to anticipated change is through continuous collaboration with the product owner—refining the backlog regularly and reviewing the product frequently. This allows the team to remain responsive, deliver value incrementally, and adapt as new customer needs arise. For these reasons, B is the correct answer.

Question 6:

During iteration planning, it was determined that an epic should be decomposed. What was the determining factor?

A. Size and priority
B. Minimum marketable features
C. Release plan
D. Sprint mapping

Answer: A – Size and priority

Explanation:

In Agile methodologies, an epic is a large body of work that can be broken down into smaller, more manageable user stories or tasks. The determination to decompose an epic is often based on size and priority, as large and complex work items need to be subdivided so that the team can plan and execute them effectively within the constraints of an iteration (or sprint).

Here’s why A is the correct answer:

A. Size and priority – Correct. During iteration planning, if an epic is too large or complex to be completed within a single iteration, it should be decomposed into smaller user stories or tasks that are more manageable and can be delivered within the sprint. Additionally, if the epic is highly prioritized, breaking it down allows the team to focus on the most important aspects first, ensuring that critical functionality is delivered as early as possible. Size (the scope of work) and priority (how urgently the work needs to be done) are the key factors that determine the decomposition of an epic.

Now, let’s look at the other options:

B. Minimum marketable features – Incorrect. Minimum marketable features (MMF) refer to the smallest set of features that deliver value to customers. While MMFs can influence which features are prioritized, they are not directly related to the decision to decompose an epic. Decomposition is more about making the epic manageable, whereas MMFs focus on delivering value to the market.
C. Release plan – Incorrect. A release plan outlines the high-level schedule and the overall strategy for delivering features over time. While the release plan is important for understanding timelines and overall scope, it is not the determining factor for decomposing an epic. The decision to decompose is driven by the need to make work smaller and actionable within the context of an iteration, regardless of the release plan.
D. Sprint mapping – Incorrect. Sprint mapping refers to planning which stories or features will be worked on during a particular sprint. While sprint mapping is part of iteration planning, it does not directly determine the need for decomposition. Decomposition is more about breaking down large tasks into smaller, executable pieces so that they can be effectively managed within the sprint.

To summarize, when determining whether to decompose an epic, the size and priority are the primary factors. If the epic is too large to complete within an iteration or if it has a high priority, it will need to be broken down into smaller, more manageable user stories. This ensures the work is feasible and can be delivered incrementally.

Therefore, the correct answer is A – Size and priority.

Question 7:

What should a Scrum Master do when one team member falls behind in their tasks?

A. Move the task to another team member who has spare capacity in the sprint
B. Ask the team for suggestions
C. Privately offer the team member encouragement to meet task commitments
D. Notify the product owner

Answer: B

Explanation:

In Scrum, one of the key responsibilities of the Scrum Master is to ensure that the team is working together effectively and addressing obstacles or issues that may arise during the sprint. When a team member falls behind on their tasks, the Scrum Master should foster a collaborative and supportive environment where the team can collectively identify solutions and work together to overcome challenges.

The best response is for the Scrum Master to ask the team for suggestions (Option B). This aligns with the principle of self-organization in Scrum, where the team takes ownership of their work and is encouraged to collaboratively solve problems. By involving the team, the Scrum Master empowers the team members to identify ways to help the person who is behind, whether by redistributing tasks, providing assistance, or re-prioritizing work. This collaborative approach fosters a sense of shared responsibility and encourages the team to actively support one another in achieving the sprint goals.

Now let’s break down why the other options are less suitable:

A. Move the task to another team member who has spare capacity in the sprint – While redistributing tasks could be a viable solution, it should not be the Scrum Master's immediate response. The Scrum Master should not take the role of task manager; instead, the team should self-organize and decide if they need to redistribute work. Moving tasks without team consensus can undermine self-organization and potentially cause frustration among team members.

C. Privately offer the team member encouragement to meet task commitments – While providing encouragement is important for morale, this approach doesn't address the underlying issue of why the team member is behind in the first place. It might also isolate the team member without fostering the collaborative problem-solving needed to ensure the sprint goal is met.

D. Notify the product owner – The Scrum Master should not escalate the issue to the product owner unless it is a significant impediment that is outside the scope of the team to resolve. Typically, the product owner is focused on prioritizing the backlog and should not be involved in the day-to-day progress of tasks. The Scrum Master is responsible for helping the team resolve issues internally before escalating them.

In summary, the Scrum Master should foster a culture of self-organization by encouraging the team to work together to find solutions to issues like a team member falling behind. By involving the team in problem-solving, the Scrum Master helps build a collaborative and supportive environment that empowers the team to address challenges effectively. Therefore, the best answer is B.

Question 8:

A newly formed scrum team wants to foster an environment for transparency and experimentation. The team decides to use a Kanban board to record and track encountered impediments. Emphasis is placed on how issues are resolved and the strategies for preventing them in the future. Over time, what will be the result of this approach?

A. Kaizen
B. Specific, measurable, assignable, realistic, and time-based (SMART) goals
C. Key performance indicators (KPIs)
D. Muda

Answer: A – Kaizen

Explanation:

In Agile practices, particularly Scrum, fostering a culture of continuous improvement is critical. The approach of using a Kanban board to track impediments, focus on resolving issues, and find strategies for preventing them in the future aligns with the Kaizen philosophy, which focuses on continuous, incremental improvement in processes. By addressing issues as they arise and improving upon them over time, the team is engaging in Kaizen—a practice that helps the team continuously improve their workflows, remove waste, and become more effective in delivering value.

Here's why A is the correct answer:

A. Kaizen – Correct. The Kaizen approach is a Japanese term meaning "change for better" or "continuous improvement." It emphasizes small, incremental improvements over time. By tracking impediments, focusing on resolutions, and looking at ways to prevent issues from recurring, the team is engaging in a Kaizen-style practice. This approach leads to ongoing improvements in the team’s process, which is a core tenet of Agile frameworks, including Scrum. The Kanban board facilitates transparency and visualizes issues, making it easier for the team to analyze and improve their work incrementally.

Let’s look at why the other options are incorrect:

B. Specific, measurable, assignable, realistic, and time-based (SMART) goals – Incorrect. While SMART goals are important in setting clear objectives, they are not the focus of this scenario. SMART goals are typically used to define specific targets for teams or individuals. However, the team in this case is focused more on tracking and resolving impediments to improve their process, which aligns more closely with Kaizen rather than the creation of SMART goals.
C. Key performance indicators (KPIs) – Incorrect. KPIs are specific, measurable values that are used to track the success or performance of an organization or team. While KPIs might be used in Scrum to measure the team's progress towards goals, the focus in this scenario is not on measuring performance metrics but on addressing and improving the process. The emphasis is on continuous improvement rather than on tracking predefined metrics, so Kaizen is a more accurate fit.
D. Muda – Incorrect. Muda is a Japanese term for waste. In Lean methodologies (from which Scrum draws), Muda refers to any activity that does not add value to the customer. While the team is certainly working towards resolving impediments and removing waste, the emphasis here is not just on eliminating waste but also on the continuous improvement of processes, which is better described by Kaizen rather than Muda alone.

To summarize, the team's efforts to track impediments, resolve them, and continuously improve their processes through experimentation and transparency align with the Kaizen philosophy of continuous improvement. This approach helps teams build a sustainable and effective workflow, enhancing overall performance incrementally over time.

Therefore, the correct answer is A – Kaizen.

Question 9:

A mature Agile team is welcoming a new member, but due to poor experiences with a previous team, the new member is reluctant to communicate. What should the Agile project leader do in this situation?

A. Bring up the new member’s impediments at the next meeting to demonstrate team support of input
B. Assure the new member that inputs on impediments are valued, and demonstrate this at the next meeting
C. Have a senior leader work with the new member to avoid a negative impact on team productivity
D. Privately work with the new member to address any impediments

Answer: B

Explanation:

In Agile environments, communication and collaboration are essential. When a new member joins a mature team, their integration process can be tricky—especially if they have had negative experiences with previous teams that have caused them to be hesitant to communicate. The Agile project leader’s role is to facilitate this transition and ensure that the new member feels supported and valued.

The best approach is for the Agile project leader to assure the new member that inputs on impediments are valued, and demonstrate this at the next meeting (Option B). This aligns with Agile principles that emphasize transparency, openness, and the importance of every team member’s contribution. Demonstrating the value of the new member’s input publicly helps to build trust and shows that the team supports open communication. By doing this in the next meeting, the leader can model inclusive behavior and create a safe environment for the new member to express concerns or ask questions. It is important that the leader shows through actions, not just words, that all team members' voices matter and that input is always welcomed.

Now, let’s review why the other options are less effective:

A. Bring up the new member’s impediments at the next meeting to demonstrate team support of input – While it’s important to show support for the new member, discussing their impediments in front of the entire team without their consent could make them feel singled out or embarrassed, especially if they are already hesitant to communicate. This approach risks making the situation worse by focusing on the individual in a public manner instead of building confidence through encouragement.

C. Have a senior leader work with the new member to avoid a negative impact on team productivity – While senior leaders can offer support, the project leader should take the lead in addressing the integration of new team members. Relying too much on a senior leader to address the issue may prevent the team from handling the situation organically. Agile teams work best when the project leader fosters direct communication and collaboration within the team rather than shifting the responsibility to senior leadership.

D. Privately work with the new member to address any impediments – While private conversations are important in resolving specific concerns, it would be limiting to focus only on one-on-one discussions without involving the team. The project leader should not isolate the new member; rather, the leader should create an environment where open communication is encouraged in team settings. Addressing the impediments privately might make the new member feel further excluded or isolated, reinforcing their reluctance to communicate.

In conclusion, the best way for the Agile project leader to encourage the new team member to communicate and feel valued is by publicly demonstrating that their input is welcomed and by showing the team’s support in a group setting. This helps build trust and encourages a safe space for open communication. Therefore, B is the best option.

Question 10:

During a sprint, the team encounters a technical problem that becomes an impediment to completing two stories. What should the scrum master do?

A. Ask the lead developer to identify a solution, and then share the details with the team
B. Ask a technical manager or architect to determine a solution to the problem
C. Work with the product owner to add a spike to the next sprint to identify a solution
D. Create a collaborative team environment so that the team can explore a solution together

Answer: D – Create a collaborative team environment so that the team can explore a solution together

Explanation:

In Scrum, the Scrum Master plays a key role in removing impediments and ensuring that the team can work effectively. When a technical problem arises that prevents the completion of stories, the most appropriate course of action is to foster a collaborative environment where the team can collectively solve the issue. The Scrum Master should facilitate open communication, encourage brainstorming, and allow the team to leverage its diverse skills and expertise to find a solution.

Here’s why D is the correct answer:

D. Create a collaborative team environment so that the team can explore a solution together – Correct. In Scrum, the team is responsible for solving problems that arise during the sprint. The Scrum Master’s job is to remove impediments, but the team is the best resource to come up with solutions to technical problems. By creating a collaborative environment, the Scrum Master empowers the team to work together, share ideas, and come up with solutions. This collaborative approach aligns with the values and principles of self-organizing teams in Scrum, where the team is expected to work together to solve challenges without relying solely on external intervention.

Let’s review why the other options are incorrect:

A. Ask the lead developer to identify a solution, and then share the details with the team – Incorrect. While it’s helpful to have technical experts within the team, relying on just the lead developer to solve the issue might isolate the problem-solving process and prevent the team from learning or contributing to the solution. Scrum emphasizes collaboration, and all team members should have an opportunity to explore and contribute to solving the issue, not just a single individual.
B. Ask a technical manager or architect to determine a solution to the problem – Incorrect. The Scrum framework encourages self-organizing teams, where the team collectively solves problems. While technical managers or architects might be consulted for guidance in certain cases, relying on them to provide a solution undermines the team’s autonomy and responsibility. Scrum teams are meant to solve their own problems and improve their processes together, without over-relying on external individuals.
C. Work with the product owner to add a spike to the next sprint to identify a solution – Incorrect. While adding a spike (a research or exploratory task) to a future sprint could be a valid solution, it is not the best immediate action for solving an impediment in the current sprint. The problem is already impeding progress, and the Scrum Master should prioritize removing the impediment now, not defer it to a future sprint. A spike might be necessary if the problem requires significant research or experimentation, but the immediate focus should be on resolving the issue within the current sprint if possible.

In conclusion, the Scrum Master should focus on creating a collaborative environment where the team works together to identify and solve the technical problem. This ensures that the team remains self-organizing and empowered to solve challenges, which is a core principle of Scrum.

Therefore, the correct answer is D – Create a collaborative team environment so that the team can explore a solution together.