A product owner with experience in a predictive approach wants the team to develop very detailed schedules and cost estimates for the next 10 sprints. What should the Scrum Master do?

Question

Options

• ASuggest the product owner start by focusing on the next 2 sprints instead of 10
• BSpend the first few sprints to develop detailed schedules and budgets
• CInvite the product owner to the retrospective to explain the team's approach to schedule and
• DExplain that detailed project schedules and budgets are not artifacts in agile projects

• A
  3% (1)
• B
  7% (2)
• C
  14% (4)
• D
  76% (22)

Explanation

A primary responsibility of the Scrum Master is to coach team members and stakeholders in agile principles and practices. Detailed long-term schedules and cost estimates are artifacts of predictive (waterfall) project management, not agile. In agile, forecasting is done through velocity, release burndowns, and rolling-wave planning - not fixed multi-sprint Gantt charts. The Scrum Master must educate the product owner on this distinction rather than complying (Option B) or offering a compromise that still misrepresents agile (Option A). Option C could be useful, but it defers education when the correction should happen immediately.

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