According to thePMI Agile Practice Guide (Section 7.2.1), the Scrum Master's role includesremoving impediments and shielding the team from outside interference. A team member being pulled into work on a different project is a classic example of an impediment. Recording the issue in a risk register is appropriate, but more importantly,the Scrum Master must communicate and resolve the issue.
Mike Griffiths in hisPMI-ACP Exam Prep Book (Chapter 3: Team Performance)emphasizes that agile teams require full dedication and protection from context switching, as multitasking reduces productivity and increases error rates. Merely documenting the issue is not enough-the Scrum Master must take steps to escalate and resolve the interference, potentially by negotiating with the former supervisor or re-clarifying role boundaries.
Therefore,Option Cis correct as it involvesactively addressing the threatrather than passively monitoring or adjusting around it.

The correct answer is D - Iteration Burndown Chart.
An iteration burndown chart provides daily updates about the team's progress during an iteration (or sprint). It tracks the remaining work in the sprint backlog and helps both the team and stakeholders assess if the sprint goal is likely to be met. This visualization helps communicate real-time progress to key stakeholders and supports adaptive planning.
PMI Agile Practice Guide states:
"Burndown charts display work remaining in a timebox and are updated daily. They are effective for communicating iteration progress to the team and stakeholders." (PMI Agile Practice Guide, Section 5.6, Information Radiators) PMBOK Guide (6th Edition) and Mike Griffiths both emphasize using task boards and burndown charts as
"information radiators" for transparency.
Mike Griffiths' PMI-ACP Exam Prep Book elaborates:
"Iteration burndown charts are the most widely used artifact to track sprint progress. They offer insight into how much work remains and signal whether the team is on track to meet its sprint goal." Options A and B are long-term planning tools. Option C (velocity) is a forecasting metric and not updated daily.

As a servant leader, the agile coach's role is to support and empower the team, helping them overcome obstacles that hinder their progress. In this case, the coach should focus on identifying and removing any impediments that are slowing down the work, whether they are technical, process-related, or communication- based. This approach enables the team to work more efficiently, enhances their ability to self-organize, and ensures they can deliver high-quality results. Simply adjusting the work plan or assigning more resources may not address the underlying issues, and a command-and-control approach is counterproductive in an Agile environment.

The correct answer is D - Planning poker.
Planning poker is a consensus-based estimation technique commonly used in Agile projects. During this technique, team members discuss user stories, clarify details, and independently assign story points. The facilitator (often the Scrum Master) ensures balanced participation. This process encourages team collaboration and reduces estimation bias.
From the PMI Agile Practice Guide:
"Planning poker is a common estimation technique where team members discuss the story, then individually provide estimates using a card deck, reaching consensus over multiple rounds." (PMI Agile Practice Guide, Section 5.3 - Estimation Techniques) Mike Griffiths adds:
"Planning poker is based on Wideband Delphi and allows teams to converge on estimates through discussion and consensus. It is particularly useful for relative estimation of story points." (Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 5 - Adaptive Planning) Why other options are incorrect:
* A (Lessons learned) applies to retrospective activities, not estimation.
* B (Wideband Delphi) is the foundation of planning poker but is more formal and anonymous.
* C (Formal point counting) is not a standard Agile estimation technique.

The correct answer is A - Use an information radiator to help increase the transparency of work for key stakeholders.
Information radiators (such as Kanban boards, burndown charts, and story maps) make work status visible to the entire team and stakeholders in real-time, improving communication without additional meetings or reporting overhead.
From the PMI Agile Practice Guide:
"Agile teams use information radiators to promote transparency, show progress, and increase stakeholder engagement without adding administrative burden." (PMI Agile Practice Guide, Section 3.5 - Information Radiators) Mike Griffiths confirms:
"Effective agile environments display work status where everyone can see it. Visual indicators allow stakeholders and team members to remain informed without direct queries." (Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 5 - Agile Monitoring and Control) Other options explained:
* B creates unnecessary manual effort.
* C may disrupt team rhythm; daily stand-ups are sufficient in Scrum.
* D encourages siloed behavior and contradicts collaboration.