During the Sprint, the Development Team realizes they might not be able to finish all of the items in the Sprint Backlog. What should happen?

Question

Options

• AProduct Backlog items are either done' or not done.' This helps with transparency, reduces
• BContinue Sprinting until the work is complete and redefine a new Sprint time-box based on the
• CThe Sprint length holds and the Development Team continuously learns what is actually possible

• A
  7% (2)
• B
  14% (4)
• C
  79% (23)

Explanation

Option C is correct because in Scrum, the Sprint time-box is sacred and never extended. When the team realizes they've over-committed, the right response is to collaborate with the Product Owner to remove or reduce scope from the Sprint Backlog - not to extend the Sprint. This constraint forces continuous learning: teams get better at forecasting over time precisely because the boundary is held firm.

Option A is partially true (transparency around "done/not done" is a Scrum value), but it describes an outcome or principle, not an action the team should take in the moment - and the answer appears incomplete.

Option B is wrong because extending the Sprint to finish all work destroys the core purpose of time-boxing. Redefining the Sprint length based on how long work actually takes turns Scrum into an open-ended project with no feedback cadence.

Memory tip: Think of a Sprint like a TV episode slot - the show airs at the scheduled time no matter what. If the script is too long, you cut scenes (scope), you don't push the broadcast date. Fixed time, variable scope.

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