Since the requested change implies a complete shift in direction and scope, the business case must be updated to reflect the new strategic goals. The business case justifies the project's existence, and updating it ensures all stakeholders are aligned before initiating a new scope or restarting the project.
Option A is reactive and premature without business justification.
Option B is tactical and may follow later.
Option C bypasses critical governance and approval processes.
References:
PMBOK Guide - Seventh Edition, Value Delivery and Governance Domains
PMBOK Guide - Sixth Edition, Section 1.2.5: Business Case Review
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One of the primary responsibilities of the Scrum Master is to remove impediments that may block the team from achieving its sprint or iteration goal. If a dependency is discovered late in the project, swift and direct collaboration is required to ensure delivery continuity. Initiating communication with the dependent team aligns with the Scrum Master's role as a servant leader and facilitator.
According to the Agile Practice Guide (Chapter 3 - Agile Roles), the Scrum Master works across teams and organizational boundaries to resolve external dependencies that may block the team. It is not the sole responsibility of the Product Owner or individual team members to manage these external issues.
Option A shifts responsibility inappropriately to the Product Owner.
Option B doesn't resolve the dependency but merely postpones or reorders work.
Option D fails to address the systemic coordination needed; it may be helpful later but isn't the primary step.
References:
Agile Practice Guide, Section 3.1 - Scrum Master Responsibilities
PMBOK Guide - Seventh Edition, Team Performance Domain
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When team engagement issues arise, especially in virtual environments, it is crucial to reflect with the team on whether agreed-upon practices (cadence, structure, tools) are still effective. This supports continuous improvement, a core Agile and PMI principle. Working with the team promotes psychological safety and empowers them to propose better formats for collaboration.
PMBOK Guide - Seventh Edition emphasizes team performance and tailoring practices to context. Agile environments also promote retrospective thinking to improve team dynamics.
Option B addresses accountability but doesn't resolve disengagement.
Option C is a good practice but doesn't tackle underlying disengagement.
Option D focuses on reporting structure, not team dynamics.
References:
PMBOK Guide - Seventh Edition, Team Performance and Development Performance Domains Agile Practice Guide, Chapter 4: "Virtual Teams and Collaboration"
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