The correct answer is C, because the Scrum Guide states that "the Development Team usually starts by designing the system and the work needed to convert the Product Backlog into a working product Increment.
Work planned for the first days of the Sprint by the Development Team is decomposed by the end of this meeting, often to units of one day or less. The Development Team self-organizes to undertake the work in the Sprint Backlog, both during Sprint Planning and as needed throughout the Sprint." Therefore, enough work should be defined during the Sprint Planning event so that the Development Team can create its best forecast of what it can do, and to start the first several days of the Sprint.

The correct answer is D, because this statement best describes the Sprint Review. The Scrum Guide states that
"a Sprint Review is held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed. During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done in the Sprint." Therefore, the Sprint Review is when the Scrum Team and stakeholders inspect the outcome of a Sprint and figure out what to do next.

The correct answer is A. During the Sprint, the Product Owner remains actively engaged with the Scrum Team, especially by helping clarify Product Backlog items and answering questions from the Developers about the work selected for the Sprint. This supports transparency and helps the Developers better understand the desired outcome, business context, and value of the work.
Option B is incorrect because the Sprint Backlog belongs to the Developers. They organize the work required to meet the Sprint Goal and manage the Sprint Backlog throughout the Sprint. The Product Owner does not prioritize the Developers' tasks inside the Sprint. Option C is incorrect because the Daily Scrum is an event for the Developers. The Product Owner does not run it. Option D is incorrect because updating management is not defined as a Product Owner accountability during the Sprint.
The Product Owner's key accountability is maximizing product value, primarily through Product Backlog management and collaboration with the Scrum Team. During a Sprint, that often includes clarifying items, answering questions, and helping the team stay aligned on value and product direction. This makes Option A the best answer.

The correct answer is C. Scrum defines accountabilities for product value, team effectiveness, and creating Done Increments, but it does not give the Scrum Master, Product Owner, or Scrum Team formal managerial authority to hire or fire people. Personnel decisions such as removing someone from a team are typically the responsibility of the organization and its management structure. In this case, the hiring manager or appropriate people manager would be responsible for removing the Developer if that becomes necessary.
Option A is incorrect because although the Scrum Master helps remove impediments, that does not mean they have authority over employment or staffing decisions. Option B is incorrect because the Product Owner is accountable for maximizing product value, not for personnel management. Option D is incorrect because the Scrum Team is self-managing with respect to its work, but it does not generally have organizational authority to remove employees from the team.
The Scrum Master should still help the team address the conflict by coaching, facilitating conversations, and improving collaboration. But if actual removal is required, that action belongs to the organization's management system, not to a Scrum accountability.

The best answer is C. The function or purpose of management in Scrum is to present the Scrum Teams with insights and resources that help them improve. According to the article What is the Function or Purpose of Management in Scrum?, management is still critical to providing vision, securing resources, hiring talent, training teams, removing roadblocks, and continuously improving. Management also encourages collaboration and establishes Scrum Team autonomy, which are essential for Scrum's values and principles.
A, B and D are not good answers because they imply a command-and-control approach that contradicts Scrum's values of respect, openness, and self-organization. Management in Scrum is not supposed to micromanage, judge, or interfere with the work of the Developers, but rather support them and enable them to deliver value.