PMP · Question #1415
A project team has recently finished a sprint for developing two features for a fleet management system. Although the team delivered the required features, they encountered several issues and conflict
The correct answer is C. Perform a sprint retrospective with the project team members.. To address low team morale and past issues in an agile project, the project manager should conduct a sprint retrospective to allow the team to collaboratively reflect, identify improvements, and foster a sense of ownership.
Question
Options
- AReview sprint planning procedures with the project team members.
- BSet up one-on-one meetings with the project team members.
- CPerform a sprint retrospective with the project team members.
- DReview sprint progress with the project team members.
How the community answered
(39 responses)- A3% (1)
- B13% (5)
- C77% (30)
- D8% (3)
Why each option
To address low team morale and past issues in an agile project, the project manager should conduct a sprint retrospective to allow the team to collaboratively reflect, identify improvements, and foster a sense of ownership.
Reviewing sprint planning procedures is too narrow; while planning might be an issue, a retrospective addresses the entire sprint process, including conflicts and issues.
While one-on-one meetings can be helpful for individual concerns, they do not provide a collective forum for the team to process shared experiences, identify systemic issues, and collaboratively agree on solutions, which is crucial for overall team motivation.
A sprint retrospective is an essential agile ceremony specifically designed for the team to inspect how the last sprint went, identify issues, conflicts, and areas for improvement, and then adapt their processes for future sprints. This collaborative problem-solving process empowers the team, addresses underlying frustrations, and helps restore motivation and engagement.
Reviewing sprint progress focuses on outputs and metrics, not the team's experience, issues, or emotional state, and thus will not address the root causes of their lack of motivation.
Concept tested: Agile Sprint Retrospective for team improvement
Source: https://www.pmi.org/pmbok-guide-standards/foundational/agile-practice-guide
Topics
Community Discussion
7
Ola B.Jun 20, 2026C is the answer here. The sprint retrospective is literally the event designed for the team to hash out what went wrong and figure out how to fix it, which is exactly how you rebuild motivation after a rough sprint.
Mateus R.Jun 23, 2026C is right. Sprint just ended with friction? That is exactly what the retrospective is for.
Grace U.Jan 16, 2026That sprint sounds rough, and it makes total sense that morale took a hit when things felt chaotic even though the work got done. Option C is your friend here because a retrospective is specifically the space where the team gets to voice what went wrong, process the friction together, and come up with their own fixes, which is exactly the kind of ownership that rebuilds motivation. Here is my question for you though: what do you think is the key difference between a retrospective and just a regular team check-in or progress review, and why does that difference matter for how people feel about showing up to the next sprint?
Mei-Ling H.Jul 1, 2026B. The keyword here is "lack of motivation" which signals a people problem, not a process problem. One-on-one meetings let you address individual concerns directly, whereas a retrospective right now could just reopen the conflicts that upset everyone in the first place.
Ola B.Jul 2, 2026C is right here, Mei-Ling. A retrospective is exactly where you surface and work through team conflict in a structured way, and skipping it just lets the tension fester.
Viktor S.Jul 5, 2026Going with A here. The sprint got delivered but the process clearly broke down, and demotivation like this usually traces back to people feeling like the planning set them up for a messy two weeks of conflict. If you walk into a retrospective without first fixing how work gets scoped and assigned, you end up venting about symptoms instead of addressing the root cause. Review the sprint planning procedures, get the team aligned on how to prevent the same chaos next time, and motivation follows because people feel like the dysfunction is actually being fixed.
Ola B.Jul 5, 2026C is correct here because a delivered sprint with team demotivation and conflict points straight to a broken retrospective process, not a sprint planning problem. Viktor is treating planning as the root cause when the real issue is that the team lacks a healthy way to reflect and improve together, which is exactly what the retrospective is meant to address.