CAPM Practice: Explain when it is appropriate to use an adaptive approach

The Scrum development team is self-organizing — it decides HOW to accomplish the sprint goal and which backlog items to pull into each sprint. Cross-functional team members collectively have all skills needed to deliver the increment. Self-organization and cross-functionality are foundational to Scrum's effectiveness. The team is not 'assigned' work by a manager.

**Why not A:** Describing the development team as "reporting to the product owner" mischaracterizes the Scrum accountability structure. The product owner owns the backlog and sets priorities, but the development team decides how to do the work and is not subordinate to the product owner in an organizational reporting sense. Additionally, implementing all backlog items in priority order without selectivity ignores the sprint goal and capacity constraints.

**Why not C:** The development team is self-organizing and does not execute work "as assigned" by either a project manager or Scrum Master. Scrum deliberately removes the traditional command-and-control dynamic; the Scrum Master serves the team rather than directing it, and a separate project manager role does not exist within the Scrum framework for day-to-day task assignment.

**Why not D:** While attending daily standups and keeping the Scrum Master informed are activities development team members do, they are peripheral practices, not the defining characteristic of the role. This description reduces a complex, self-organizing, cross-functional role to a reporting and attendance obligation, completely omitting the team's core responsibility of delivering a potentially releasable increment each sprint.