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

The daily standup is a team synchronization event — not a status report for management. The three classic questions (what did I do yesterday that helped the team's sprint goal? What will I do today? What impediments exist?) are about coordination among team members. The 15-minute format keeps it focused on synchronization, with deeper discussions taken offline.

**Why not A:** The daily standup is explicitly not a status report for management. Treating it as a reporting mechanism shifts the dynamic from peer coordination to upward accountability, which discourages candor and undermines team autonomy. The project manager or Scrum Master participates to facilitate and support — not to collect individual status updates.

**Why not B:** The product owner may attend standups but is not the target audience for individual progress reports. Backlog updates happen in sprint planning and sprint review — not during the daily standup. Framing the standup as a reporting event for the PO misrepresents its team-coordination purpose.

**Why not D:** Reviewing the burndown chart in detail and planning corrective actions is appropriate during the sprint retrospective — not the 15-minute daily standup. Detailed analysis and corrective planning take longer than the standup format allows and should involve the full team's focused attention outside the brief synchronization window.