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

Blocked tasks should be immediately surfaced at the daily standup. The Scrum Master owns impediment resolution. Team members should pull other ready work rather than waiting idle, maintaining team throughput.

**Why not B:** Waiting until the next iteration planning meeting to raise a blocker could mean days of lost productivity. The daily standup exists precisely to surface impediments immediately so they can be resolved within the sprint rather than carried into the next planning cycle. Delayed disclosure of blockers is one of the most common sources of sprint failure in adaptive teams.

**Why not C:** Continuing to work on a blocked task indefinitely is the worst possible response — it creates an invisible impediment that consumes the team member's capacity without producing output. Blocked tasks that are not surfaced cannot be resolved, and hidden blockers distort team velocity data and sprint forecasts. Agile transparency requires making the block visible so the team and Scrum Master can act.

**Why not D:** Escalating immediately to the customer is disproportionate for a technical blocker that should first be addressed within the team. The appropriate escalation path is to the Scrum Master, who owns impediment removal and will escalate further only if necessary. Jumping over the Scrum Master to the customer bypasses the team's self-organizing capability and may unnecessarily alarm stakeholders about an issue that can be resolved internally.