CAPM Practice: Determine how to prepare and execute task management steps

The Scrum Master serves the team by resolving impediments that the team can't address themselves — escalating organizational blockers, finding resources, facilitating difficult conversations, and protecting the team's focus during the Sprint.

**Why not B:** Reassigning blocked tasks to other team members without addressing the underlying cause does not remove the impediment—it relocates it. If the root blocker is systemic (a missing approval, a dependency on another team, an unclear requirement), the new assignee will encounter the same obstacle. The Scrum Master's value comes from resolving the source of the problem, not redistributing it.

**Why not C:** The Scrum Master is a facilitator and servant leader, not a developer. Personally writing code to unblock technical issues steps outside the role's purpose, blurs accountability, and deprives the team of developing its own capability to solve technical problems. The Scrum Master should connect the team with the resources or expertise needed rather than becoming the technical resource themselves.

**Why not D:** Documenting impediments without taking action to resolve them reduces the Scrum Master role to a passive record-keeper. The Scrum Guide is explicit that the Scrum Master is accountable for the team's effectiveness, which includes actively working to remove impediments—not simply cataloguing them and leaving resolution entirely to the team.