CAPM Practice: Determine how to document project controls for an adaptive project

Servant leadership focuses on supporting others to do their best work. As a control mechanism, it relies on team empowerment and trust rather than top-down directives — consistent with adaptive project values where control emerges from team capability and transparency.

**Why not B:** The Scrum Master's authority is explicitly not absolute — Scrum distributes authority across three accountabilities: the Product Owner owns the backlog, the team owns the technical approach and sprint execution, and the Scrum Master owns the process. Concentrating absolute control in the Scrum Master would reintroduce the command-and-control dynamic that agile frameworks are designed to replace.

**Why not C:** Controlling all team decisions contradicts both servant leadership and adaptive project principles. In Scrum, the development team is self-organizing and makes its own technical and execution decisions. A Scrum Master who controls team decisions becomes a bottleneck and disempowers the team, eliminating the ownership and accountability that drive agile performance.

**Why not D:** Servant leadership is a philosophy of enabling others to do their best work — it is not a descriptor of performing administrative tasks. While a Scrum Master may handle some logistics, reducing the role to administrative support misrepresents its strategic importance as a coach, facilitator, and impediment remover. The "servant" in servant leadership refers to prioritizing the team's needs, not to clerical or support work.