Time-boxed Sprints in Scrum enable rapid feedback loops by delivering usable Incrementsregularly. The Scrum Guideemphasizes: "Sprints are the heartbeat of Scrum, where ideas are turned into value." Option B aligns with this-frequent releases to the market allow the Product Owner to gather real user and market feedback, validating assumptions and adjusting the Product Backlog.
* A:Finishing Sprint Backlog work is internal; it doesn't guarantee market feedback.
* C:Delaying Sprint end for testing contradicts the fixed time-box and "Done" requirement within the Sprint.
* D:Reports are informational, not direct market feedback.

The Product Owner has explicit accountability for product value. TheScrum Guidestates: "The Product Owner is accountable for maximizing the value of the product resulting from the work of the Scrum Team."
* A:The Scrum Master ensures Scrum effectiveness, not value.
* B:Correct-value maximization is their role.

The Product Backlog is dynamic and evolves with the product. TheScrum Guidedefines it as: "The Product Backlog is an emergent, ordered list of what is needed to improve the product." Option A captures its living, evolving nature.
* B:"Formally approved" and "set period" suggest rigidity, unlike Scrum's adaptability.
* C:A separate "Technology Backlog" isn't in Scrum; all work is in one backlog.

The Sprint Retrospective involves the entire Scrum Team-Product Owner, Scrum Master, and Developers- to inspect and improve. TheScrum Guidestates: "The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done." The Product Owner's presence is mandatory because they are part of the team, contributing to discussions on collaboration and process (e.g., backlog refinement).
* A:Optional attendance contradicts the team-wide focus.
* C:Exclusion is incorrect; it's not just for Developers.

TheScrum Guideemphasizes self-organization and self-management as core principles for the Scrum Team, particularly the Developers: "They are self-managing, meaning they internally decide who does what, when, and how." When forming multiple Scrum Teams from a large group, the Scrum Master's role is to facilitate and coach, not dictate. Option C aligns with this by empowering the Developers to self-organize into teams, fostering ownership and collaboration. Option A (skill-based division) is too prescriptive and risks creating component teams rather than cross-functional ones, which Scrum favors. Option B shifts responsibility to the Product Owner, whose role is Product Backlog management, not team formation. Thus, C is the best tactic.