A Scrum Master is keeping a list of open impediments, but it is growing and he/she has been able to resolve only a small portion of the impediments. Which three techniques would be most helpful in this situation? (Choose three.)

When faced with a growing list of impediments, the Scrum Master must act effectively to support the team. The most helpful techniques involve collaboration, prioritization, and escalation. First, consulting the Development Team is crucial as they have the most context, can help clarify the impact, and may offer solutions (A). Second, not all impediments are equal; prioritizing the list allows the Scrum Master to focus on resolving the most critical blockers first, maximizing their impact (B). Finally, for impediments beyond the team's or Scrum Master's control (e.g., organizational policies, resource issues), the Scrum Master must ensure transparency by alerting management to the problems and their impact on the team's progress (D).

C. Arranging a triage meeting with all project managers. Scrum does not define a "project manager" role. This approach suggests a bureaucratic, non-agile solution rather than engaging the specific individuals who can actually resolve the impediments. ---

1. Schwaber

K.

& Sutherland

J. (2020). The Scrum Guide. Scrum.org.

Reference for A & D: Page 7

"The Scrum Master serves the Scrum Team in several ways

including: ... Removing impediments to the Development Team’s progress." and "The Scrum Master serves the organization in several ways

including: ... Leading

training

and coaching the organization in its Scrum adoption; ... Helping employees and stakeholders understand and enact an empirical approach for complex work." This supports consulting the team (A) and escalating to the organization/management when necessary (D).

Reference for C: The role of "Project Manager" is not defined anywhere in the Scrum Guide

making option C inconsistent with the Scrum framework.

2. Verwijs

C.

& Russo

D. (2022). A Theory of Scrum Team Effectiveness. In Proceedings of the 23rd International Conference on Agile Software Development (XP 2022). Association for Computing Machinery

New York

NY

USA

19–35. https://doi.org/10.1145/3533716.3533720

Reference for A

B

D: The paper discusses how effective teams "actively manage their impediments" (p. 28). It emphasizes the team's role in this process (supporting A) and the need to "escalate impediments they can't resolve" to management (supporting D). The act of managing a list of impediments inherently requires prioritization (supporting B) to be effective.

3. Stray

V.

& Moe

N. B. (2020). Understanding coordination in global software engineering: A mixed-methods study on the use of meetings and Slack. Journal of Systems and Software

170

110717. https://doi.org/10.1016/j.jss.2020.110717

Reference for A & D: This study highlights that impediment removal often requires coordination beyond the team. The Scrum Master facilitates this by "removing impediments by communicating with people outside the team

for example

management" (Section 4.2.3)

which supports both consulting the team to understand the issue and escalating to management for resolution.