A software development team is working on an e-commerce platform using two-week sprints. During sprint planning for Sprint 5, the Product Owner presents 15 user stories totaling 55 story points. Based on their velocity from the last three sprints (average: 34 story points), the team knows they cannot complete all stories. The Product Owner insists all stories are critical for an upcoming trade show demo in four weeks. The team is concerned about committing to work they cannot complete. What is the best approach for the team to take?

Question

Accepted Answer

The correct answer is B. Option B is correct because it demonstrates collaborative decision-making between the team and Product Owner while respecting the team's sustainable pace and empirical data (ECO Process Task 2.13 - Determine appropriate project methodology/methods and practices). The team uses their historical velocity to make realistic commitments and works with the Product Owner to maximize value delivery within constraints. This approach maintains trust and sets realistic expectations. Option A is a common trap because it seems to show commitment, but overcommitting leads to technical debt, burnout, and likely failure to deliver quality work. Sustainable pace is a core agile principle. Options C and D don't address the core issue: the Product Owner needs to prioritize based on value for the demo, not force-fit all stories. Changing sprint length mid-project disrupts the rhythm and doesn't solve the prioritization problem.

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