PMP Guide — Empowering Project Managers
PeopleHybridEasyECO: People Task 1.1

PMP Practice Question: PeopleHybrid, Easy

You are managing a hybrid project where some team members work using Scrum iterations while others follow a predictive schedule. A senior developer from the predictive team wants to attend the Scrum team's daily standups to better understand their progress and coordinate dependencies. The Scrum team is hesitant, saying their standup is only for their team members. What should you do first?

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During sprint planning, your development team commits to 45 story points based on historical velocity. However, your product owner insists they must complete 60 story points this sprint because of a commitment made to a key stakeholder. The product owner argues that the team 'just needs to work harder' and threatens to escalate to senior management if the team doesn't comply. The team looks to you, the Scrum Master, for guidance. How should you respond?

2
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Your agile team has a new member, Sarah, who joined two weeks ago. Sarah has strong technical skills but comes from a traditional waterfall background. During the current sprint, you notice Sarah working in isolation, not updating the task board, and not asking for help despite her story being blocked. In the standup, she reports 'everything is fine' even though you can see she's struggling. Other team members have offered help, but she politely declines. What is the most effective way to help Sarah adapt to the agile team environment?

3
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Your agile team has been consistently meeting sprint commitments, but during a recent retrospective, team members admitted they have been padding estimates significantly to ensure they never miss a commitment. The team's capacity allows them to complete stories early, but they wait until late in the sprint to pull in additional work to avoid looking like they overcommitted. The product owner is frustrated because the team could be delivering more value. What should you do to address this behavior?