Agile Question 541

[admin]

Your Agile program uses a risk burndown chart to monitor exposure across sprints. At the end of Sprint 5, you notice that while the team is meeting their sprint goals and velocity remains steady, the chart shows no meaningful reduction in total risk exposure over the last two sprints. Several high-impact risks remain open and are not being addressed. The Product Owner is focused on delivering features and hasn’t prioritized risk mitigation stories.

As the Scrum Master or Agile Coach, what should you do first?

A. Encourage the team to include risk-mitigation work in sprint planning
B. Reprioritize the product backlog to fast-track high-risk items
C. Recommend stopping the use of the risk burndown chart
D. Present the risk trend at the next system demo or sprint review

[admin]

✅ Correct Answer: A. Encourage the team to include risk-mitigation work in sprint planning

🔍 Explanation:
A. Encourage the team to include risk-mitigation work in sprint planning
✅ Correct.
If risk exposure isn’t going down, it means mitigation efforts aren’t being executed. In Agile, risks can be addressed by adding specific risk-mitigation tasks or stories into the backlog and including them during sprint planning. The Scrum Master’s role is to coach the team and PO to balance value delivery with risk reduction.

B. Reprioritize the product backlog to fast-track high-risk items
❌ Sounds good, but not the Scrum Master’s role.
Backlog reprioritization is the Product Owner’s responsibility. While the Scrum Master can influence, they must first raise awareness and encourage inclusion of mitigation items—not override prioritization decisions.

C. Recommend stopping the use of the risk burndown chart
❌ Incorrect.
If the chart shows no progress, it’s a signal, not a flaw. Removing it ignores risk instead of addressing it. Agile encourages transparency and continuous inspection, not hiding problems.

D. Present the risk trend at the next system demo or sprint review
❌ Useful, but not the first action.
Sharing data is helpful, but waiting until the review delays corrective action. First, the team needs to actively respond to risk before showcasing results.

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