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

The Scrum Master is responsible for tracking impediments (blockers) and working to remove them. Team members raise impediments during daily standups; the Scrum Master takes ownership of resolving those the team cannot self-resolve. This may involve escalating to management, coordinating with other teams, or removing organizational obstacles — enabling the team to focus on delivering sprint goals.

**Why not A:** While team members are expected to raise impediments — typically during the daily standup — they are not individually responsible for resolving all blockers on their own. Many impediments involve cross-team dependencies, organizational policy, or resource access that require a facilitator with broader organizational influence to resolve effectively.

**Why not B:** The project sponsor provides executive support and may need to be engaged for escalated, high-level organizational blockers, but they are not the primary owner of day-to-day impediment management. Routing all impediments to the sponsor would create a bottleneck and overburden an executive role with operational concerns the Scrum Master is far better positioned to handle.

**Why not D:** The product owner is responsible for product direction, backlog prioritization, and representing stakeholder interests — not for removing team impediments. Assigning impediment removal to the PO would create a role conflict and distract from their primary accountability of maximizing product value through clear backlog ownership.