This is the best answer because it respects the Scrum values of openness, commitment, and focus. The Developers should be transparent about their progress and collaborate with the Product Owner to adjust the Sprint scope accordingly. The Product Owner is responsible for maximizing the value of the product and the work of the Developers, so he or she should be involved in any decisions that affect the Sprint Goal and the Product Backlog. References:
* Scrum Guide, page 10: “If the work turns out to be different than the Developers expected, they collaborate with the Product Owner to negotiate the scope of Sprint Backlog within the Sprint.”
* Scrum Guide, page 11: “The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team.”

New work or further decomposition of work is added to the Sprint Backlog as soon as possible after it is identified because:
* It reflects the current state of the Sprint. The Sprint Backlog is a plan that the Developers create and update throughout the Sprint, based on their progress, learnings, and changes. By adding new work or further decomposition of work to the Sprint Backlog promptly, the Developers can ensure that the Sprint Backlog is transparent, accurate, and up-to-date.
* It enables the Developers to self-manage their work. The Developers are accountable for organizing and managing their own work, and they have the authority to change the Sprint Backlog as needed. By adding new work or further decomposition of work to the Sprint Backlog promptly, the Developers can exercise their autonomy and empowerment, and adjust their plan accordingly.
* It supports the achievement of the Sprint Goal. The Sprint Goal is a single objective that provides guidance and focus for the Developers throughout the Sprint. By adding new work or further decomposition of work to the Sprint Backlog promptly, the Developers can ensure that their work is aligned with and contributes to the Sprint Goal.
References:
* Scrum Guide 2020, page 6: “Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.”
* Scrum Guide 2020, page 6: “The Developers are accountable for … organizing and managing their work.”
* Scrum Guide 2020, page 10: “The Sprint Goal is a single objective for the Sprint.”
* Scrum Guide 2020, page 14: “The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team’s current Definition of Done.”
* Scrum Guide 2020, page 14: “The Sprint Backlog is composed of … all of the work needed to deliver a product Increment that meets the Definition of Done.”
* Scrum Guide 2020, page 14: “The Developers can change the content of the Sprint Backlog throughout
* the Sprint as more is learned.”

Explanation

Scrum
According to the Scrum Guide 2020, the entire Scrum Team is accountable for creating a valuable, useful Increment every Sprint1234. This includes the Developers, the Product Owner, and the Scrum Master4. The Developers are committed to creating any aspect of a usable Increment each Sprint12, while the Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team12.
The Scrum Master fosters an environment where the Scrum Team can work effectively1.

Explanation
The Scrum Master should talk to the IT manager and explain that progress in Scrum comes from inspecting an Increment at the Sprint Review. This is because:
* The Scrum Team is self-managing and does not need to report to anyone outside the team1.
* The Sprint Review is an event where the Scrum Team and the stakeholders collaborate on the product and inspect the Increment2.
* The Increment is a concrete and usable outcome of the Sprint that provides a measure of progress and value delivery3.
* The IT manager can attend the Sprint Review as a stakeholder and provide feedback on the product and the process4.
References:
* Scrum Guide, page 7, section “The Scrum Team”
* Scrum Guide, page 13, section “Sprint Review”
* Scrum Guide, page 10, section “Increment”
* Scrum Guide, page 14, section “Sprint Review”

Explanation
The Scrum Team can maintain the Product Backlog to maximize its transparency by continually keeping it up to date with the most recent insights because:
It reflects the current state of the product and the work. The Product Backlog is a dynamic and emergent artifact that represents all the possible features, functions, requirements, enhancements, and fixes that constitute changes to the product. By updating it frequently, the Scrum Team can ensure that the Product Backlog is accurate, complete, and relevant.
It enables the Product Owner to optimize the value of the product and the work of the Scrum Team. The Product Owner is accountable for effective Product Backlog management, which includes ordering, refining, and communicating the Product Backlog items. By updating it frequently, the Product Owner can incorporate new learnings, feedback, opportunities, and changes into the product decisions and priorities.
It supports the inspection and adaptation of the Scrum Team and the stakeholders. The Product Backlog is a source of information and transparency for everyone involved in the product development. By updating it frequently, the Scrum Team and the stakeholders can inspect the progress and outcomes of each Sprint, and adapt their plans and actions accordingly.
References:
Scrum Guide 2020, page 10: “The Product Backlog is an emergent, ordered list of what is needed to improve the product.” Scrum Guide 2020, page 11: “The Product Owner is accountable for effective Product Backlog management, which includes … ensuring that the Product Backlog is transparent, visible and understood.” Scrum Guide 2020, page 11: “The ordering of the items in the Product Backlog is the sole responsibility of the Product Owner. They order Product Backlog items to best achieve goals and missions.” Scrum Guide 2020, page 11: “Higher ordered Product Backlog items are clearer and more refined than lower ordered ones.” Scrum Guide 2020, page 15: “The Sprint Review is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration.”

The main topic of discussion is the product Increment, which is the sum of all the Product Backlog items completed during a Sprint and the value of the increments of all previous Sprints1. The product Increment is demonstrated and inspected by the attendees, and feedback is collected to inform the next Sprint Planning12. The Sprint Review may also include other topics, such as the Product Backlog, the Product Goal, the market conditions, the budget, and the timeline, but the product Increment is the essential topic1234. The Scrum process, and how it was used during the Sprint, is not a topic for the Sprint Review, but rather for the Sprint Retrospective, which is a separate event where the Scrum Team inspects and adapts its way of working1. Coding and engineering practices are also not relevant for the Sprint Review, as they are internal aspects of the Development Team that do not affect the value of the product Increment1. Therefore, the correct answer is C. The product Increment.

A Sprint may be cancelled when the Sprint Goal becomes obsolete. This is because:
The Sprint Goal is a short-term objective that provides guidance and focus to the Scrum Team throughout the Sprint. It is a flexible and negotiable commitment that can be adjusted as more is learned throughout the Sprint.
The Sprint is a container for all other Scrum events and activities. It is a time-box of one month or less during which a “Done” Increment is created that meets the Sprint Goal. The Sprint has a consistent duration throughout a development effort and only changes duration between Sprints.
A Sprint may be cancelled before it is over by the Product Owner if they determine that the Sprint Goal is no longer valid or valuable. This may happen due to various reasons, such as a significant change in the market, technology, business direction, or customer needs.
A cancelled Sprint should be rare and exceptional. It implies a waste of time and resources that could have been spent on delivering value. It also disrupts the rhythm and flow of the Scrum Team and the stakeholders.
When a Sprint is cancelled, any completed and “Done” Product Backlog items are reviewed and potentially released. Any incomplete Product Backlog items are re-estimated and put back on the Product Backlog. The Scrum Team then plans for a new Sprint.
Other options, such as when the Developers determine the product plan is infeasible, when it becomes clear that not everything will be finished by the end of the Sprint, or when the sales department has an important new opportunity, are not valid reasons for cancelling a Sprint. They may reflect a misunderstanding of what a Sprint Goal is or how Scrum works.
Reference:
[Scrum Guide], page 15, section “Sprint Goal”
[Scrum Guide], page 9, section “Sprint”
[Scrum Guide], page 16, section “Cancelling a Sprint”

A product’s success is measured by the impact it has on the customers, the business, and the market. Different products may have different success criteria and metrics, depending on their vision, goals, value proposition, and target audience. However, some of the common and important aspects that can indicate a product’s success are:
The impact on customer satisfaction: Customer satisfaction is a measure of how well a product or service meets or exceeds the expectations and needs of the customers. It is an important indicator of the value and quality of a product or service, and it can affect the loyalty, retention, and profitability of the customers. Customer satisfaction can be measured by various methods, such as surveys, ratings, reviews, feedback, referrals, testimonials, or net promoter score (NPS).
The impact on cost: Cost is a measure of how much money and resources are invested in developing, delivering, and maintaining a product or service. It is an important indicator of the efficiency and sustainability of a product or service, and it can affect the profitability and competitiveness of the business. Cost can be measured by various methods, such as budgeting, accounting, tracking, reporting, or return on investment (ROI).
The impact on revenue: Revenue is a measure of how much money and value are generated by selling a product or service. It is an important indicator of the growth and viability of a product or service, and it can affect the market share and positioning of the business. Revenue can be measured by various methods, such as sales, subscriptions, conversions, retention, or lifetime value (LTV).
The other options are not valid or relevant measures of a product’s success. They are either too subjective, narrow, or unrelated to the product’s value proposition and goals. They are:
The impact on my boss’s mood: My boss’s mood is not a reliable or objective measure of a product’s success. It may depend on many factors that are not related to the product’s performance or value delivery. It may also vary from day to day or from person to person. My boss’s mood may influence my work satisfaction or motivation, but it does not reflect the product’s success.
The delivery of upfront defined scope compared to the upfront planned time: This is a traditional project management measure that focuses on delivering a fixed set of requirements within a predetermined schedule. It does not account for the changing needs and expectations of the customers and the market. It also does not reflect the value or quality of the product or service delivered. It may lead to over-engineering, waste, or missed opportunities.
The impact on my performance rating: My performance rating is not a direct or comprehensive measure of a product’s success. It may depend on many factors that are not related to the product’s value delivery or quality. It may also vary from organization to organization or from manager to manager. My performance rating may influence my career development or compensation, but it does not reflect the product’s success.
Reference:
Product Success: https://www.productplan.com/glossary/product-success/
Customer Satisfaction: https://www.agilealliance.org/glossary/customer-satisfaction/ Cost: https://www.investopedia.com/terms/c/cost.asp Revenue: https://www.investopedia.com/terms/r/revenue.asp

Explanation
The Scrum Master should allow the Developers to self-manage and determine for themselves what to do because:
* It respects the autonomy and empowerment of the Developers. The Developers are accountable for organizing and managing their own work, and they are the best people to decide how to conduct their Daily Scrum. The Scrum Master should not impose or dictate how the meeting should be set up or run, as that would undermine the self-organization and collaboration of the Developers.
* It supports the continuous improvement and adaptation of the Developers. The Developers are expected to inspect and adapt their process and practices, and to find ways to overcome any challenges or impediments they face. The Scrum Master should not solve the problems for them, but rather facilitate their problem-solving and learning abilities.
* It aligns with the role and responsibilities of the Scrum Master. The Scrum Master is responsible for promoting and supporting Scrum, and for helping everyone understand and enact Scrum theory, values, principles, and practices. The Scrum Master is not a manager or a leader of the Developers, but rather a servant-leader who enables them to work effectively.
References:
* Scrum Guide 2020, page 6: “Developers are the people in the Scrum Team that are committed to creating any aspect of a usable Increment each Sprint.”
* Scrum Guide 2020, page 6: “The Developers are accountable for … organizing and managing their work.”
* Scrum Guide 2020, page 12: “The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work. This creates focus and improves self-management.”
* Scrum Guide 2020, page 13: “The Daily Scrum is an internal meeting for the Developers. If others are present, the Scrum Master ensures that they do not disrupt the meeting.”
* Scrum Guide 2020, page 7: “The Scrum Master is accountable for establishing Scrum as defined in the
* Scrum Guide. They do this by helping everyone understand Scrum theory and practice, both within the Scrum Team and the organization.”

A Sprint is a time-boxed period when a Scrum Team works to complete a set amount of work that delivers value to the customer1. A Sprint concludes when the time-box expires, regardless of whether all the tasks, Product Backlog items, or Definition of Done are completed or not23. The Product Owner has the authority to cancel a Sprint if they determine that the Sprint Goal is obsolete or the work done is no longer valuable1.
Therefore, the Product Owner decides when enough has been delivered to meet the Sprint Goal, and the Sprint ends accordingly.