Standup meetings are meant to be brief and focused on providing updates, not on resolving issues in detail.
The best approach is to allow team members to raise issues during the standup and then schedule separate discussions with the relevant individuals to work through resolutions. This ensures the standup stays on track while still addressing concerns efficiently. It prevents wasting time for the entire team when only a few members need to engage with a particular issue.

Agile roles are clearly defined to avoid overlap and confusion. According to thePMI Agile Practice Guide (Section 3.3 Agile Roles), theProduct Owneris responsible forbacklog prioritization and stakeholder communication, not managing team tasks. Task management is the domain of the self-organizing team and facilitated by the Scrum Master or Agile Project Manager.
Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 4: Stakeholder Engagement)reinforces that resolving role confusion through discussion helpsrealign expectations and improve team performance.
* Option Cis correct: by clarifying roles and responsibilities, the agile project manager helps prevent overreach and ensures smoother collaboration.
* Option Aaddresses the issue too late and in the wrong forum.
* Option Bmisrepresents agile dynamics (self-organizing teams).
* Option Drisks team morale and doesn't address the root cause.

The correct answer is A - Lead time, throughput, and due date performance. These are key flow-based metrics used in Kanban systems to monitor performance, efficiency, and predictability of delivery.
From the PMI Agile Practice Guide:
"Kanban systems rely heavily on flow metrics to measure performance and identify bottlenecks. Key Kanban metrics include lead time, throughput, and cycle time. These metrics provide insights into how quickly work is flowing through the system." (PMI Agile Practice Guide, Section 5.5 - Kanban System Metrics) Mike Griffiths further explains:
"Kanban teams track cumulative flow, lead time, and throughput to ensure steady and predictable delivery.
Due date performance is used to evaluate commitments and reliability."
(Mike Griffiths, PMI-ACP Exam Prep, Chapter 3 - Value-Driven Delivery)
Incorrect options:
* B refers to tools and principles, not performance metrics.
* C includes practices not specific to Kanban metrics.
* D includes some Scrum metrics, such as burndown, but not Kanban-centric ones.

The primary reason for delivering a minimally viable product (MVP) is to reduce risk as quickly as possible.
By releasing a version of the product with just the essential features, the team can quickly test assumptions, gather feedback from users, and make necessary adjustments before investing more time and resources. This approach allows the team to identify and address potential risks early in the process, ensuring that the product is on the right track and meets user needs before full-scale development continues.

The correct answer is D - Brainstorm with the team to identify a solution.
Agile promotes collective ownership and team-based decision-making. When a critical issue such as architectural scalability arises, the team should be involved in brainstorming alternatives, weighing trade-offs, and deciding how best to move forward collaboratively.
From the PMI Agile Practice Guide:
"Agile encourages collaborative problem-solving and cross-functional ownership. Teams should collectively analyze challenges and determine the most appropriate course of action." (PMI Agile Practice Guide, Section 4.3 - Collaborative Decision-Making) Mike Griffiths also affirms:
"When teams face significant technical or architectural risks, they should come together to explore options and make decisions based on consensus, feasibility, and value." (Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 6 - Problem Detection and Resolution) Why the other options are inappropriate:
* A is authoritarian and ignores team input.
* B risks performance degradation without team consensus.
* C may be part of the process, but only after the team has evaluated options.
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