When a feature is too large to fit into a sprint, agile recommendsdecomposing it into smaller user storiesor increments. According to thePMI Agile Practice Guide (Section 5.2: User Stories and MVPs)andMike Griffiths' PMI-ACP Exam Prep Book (Chapter 6: Adaptive Planning), teams should break down epics or large stories intoMinimum Viable Product (MVP)segments and deliver value incrementally.
* Option Ais correct: this enables the team to deliver value sooner and iteratively build on it.
* Option Bdelays addressing customer concerns.
* Option Csacrifices overall product balance.
* Option Dviolates time-boxing principles in Scrum and agile.

The Definition of Done (DoD) is a shared understanding of what it means for work to be considered complete. It is typically defined by the project sponsor and project team in collaboration. The DoD outlines the criteria that must be met for user stories, features, or tasks to be considered done, ensuring alignment between stakeholders and the development team. While the product owner, Scrum master, and stakeholders may influence the criteria, the final agreement on what constitutes "done" is determined by the project team and sponsor.

The correct answer is A - Speak to the agile lead about the concerns.
Agile encourages transparency, collaboration, and open communication across all levels of the team. If a team member identifies a risk or concern, the most agile-aligned approach is to raise it directly and constructively with the agile lead or Scrum Master, who is responsible for protecting the team and facilitating problem- solving.
From the PMI Agile Practice Guide:
"Agile teams promote a culture of openness where team members are encouraged to speak up and raise concerns. Effective leadership listens and collaborates to resolve issues." (PMI Agile Practice Guide, Section 4.1 - Agile Mindset) Mike Griffiths further adds:
"Team members should be empowered to express concerns and challenge assumptions respectfully.
Continuous communication and feedback improve project outcomes."
(Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 4 - Team Performance)
Why the other options are not ideal:
* B promotes blind compliance, which is contrary to agile empowerment.
* C suggests overwork, which contradicts sustainable pace.
* D may escalate unnecessarily without first engaging the proper leadership channel.

The correct answer is A - Establish and keep an active risk register that includes mitigation strategies and a cost-benefit analysis.
Risk management is essential to identifying and mitigating threats such as natural disasters. While Agile teams do not typically use traditional risk registers extensively, at the enterprise level (especially in regulated or high-risk environments), maintaining a risk register aligned with Agile values is appropriate. It should include mitigation options and their associated cost-benefit to guide decision-making.
PMI Agile Practice Guide states:
"Agile risk management practices include establishing lightweight mechanisms such as risk-adjusted backlog prioritization, risk registers (in high-risk or large programs), and risk mitigation strategies." (PMI Agile Practice Guide, Section 7.3 - Managing Risk in Agile Projects) PMBOK Guide (6th Edition) supports this:
"The risk register is a critical project artifact that includes identified risks, their analysis, mitigation or response plans, and cost-benefit considerations for managing risks." Incorrect options:
* B lacks the inclusion of mitigation strategies and full cost analysis.
* C refers to surface-level risk visibility, not comprehensive risk planning.
* D assumes avoidance is the only mitigation strategy, which is not always feasible or optimal.