CAPM Practice: Determine how to plan project iterations

The product owner prioritizes the backlog, and the team selects items from the top of the prioritized backlog up to their capacity. This division ensures business value drives what's worked on (PO's responsibility) while the team maintains control over how much they can realistically deliver (team's responsibility). Neither can override the other's domain.

**Why not A:** Selecting items based on technical convenience rather than business priority directly undermines the core value proposition of agile: delivering the highest-value items to stakeholders first. Technical convenience can subtly steer the team toward easy or interesting work rather than the work that matters most to the business.

**Why not C:** Committing to more story points than the team's measured capacity is overcommitment, which leads to incomplete sprints, quality shortcuts under time pressure, and team burnout. The team's velocity is a realistic empirical forecast of capacity, not a baseline to be optimistically overridden in the name of ambition.

**Why not D:** The Scrum Master facilitates the team's process but does not assign user stories to individual developers. Self-organization means the team collectively determines who works on what; imposing individual assignments from the Scrum Master undermines team autonomy and is inconsistent with the self-managing team principle central to Scrum.