In Scrum, theproduct owneris the primary point of contact betweenstakeholders and the development team
. According to thePMI Agile Practice Guide (Section 3.3: Roles and Responsibilities), the Scrum Master ensures thatcommunications flow properlyand protects the team from distractions.
Mike Griffiths in thePMI-ACP Exam Prep Book (Chapter 4: Stakeholder Engagement)emphasizes the importance of having asingle point of contactfor stakeholder feedback to avoid miscommunication and overload.
* Option Ais correct: redirecting communication through the product owner keeps the team focused and the backlog structured.
* Option Bis unprofessional and discourages stakeholder engagement.
* Option Cbypasses review and prioritization-backlog management should be intentional.
* Option Dcould blur roles and bypass proper channels.

Security features are typically considerednon-functional requirements (NFRs), which should be captured in theproduct backlogand prioritized accordingly. As per thePMI Agile Practice Guide (Section 5.1: Product Backlog)andMike Griffiths' PMI-ACP Exam Prep Book (Chapter 6: Value-Driven Delivery), any requested functionality-whether business- or system-level-must beclearly defined as a backlog itemso the team can plan for it.
* Option Ais correct: security requirements should beadded to the backlog and prioritizedlike other features.
* Option Bmay come later if implementation is unclear, but first, the work must be defined and logged.
* Option CandDrepresent clarification steps but don't directlysupport implementationas backlog management does.

The correct answer is A - Use an information radiator to help increase the transparency of work for key stakeholders.
Information radiators (such as Kanban boards, burndown charts, and story maps) make work status visible to the entire team and stakeholders in real-time, improving communication without additional meetings or reporting overhead.
From the PMI Agile Practice Guide:
"Agile teams use information radiators to promote transparency, show progress, and increase stakeholder engagement without adding administrative burden." (PMI Agile Practice Guide, Section 3.5 - Information Radiators) Mike Griffiths confirms:
"Effective agile environments display work status where everyone can see it. Visual indicators allow stakeholders and team members to remain informed without direct queries." (Mike Griffiths, PMI-ACP Exam Prep Book, Chapter 5 - Agile Monitoring and Control) Other options explained:
* B creates unnecessary manual effort.
* C may disrupt team rhythm; daily stand-ups are sufficient in Scrum.
* D encourages siloed behavior and contradicts collaboration.

Delivering value in agile depends on frequent prioritization and real-time feedback. According to the PMI Agile Practice Guide (Section 5.1 Product Backlog and Prioritization), product owners and agile teams must continuously reprioritize the backlog based on changing stakeholder needs, market shifts, and feedback.
Failure to do so can result in building the wrong product-even if it ' s " done. " Mike Griffiths (PMI-ACP Exam Prep Book, Chapter 6: Value-Driven Delivery) stresses that value delivery is iterative and depends on current priorities, not static backlogs. It is vital that teams confirm that they ' re working on the highest-value items before committing to a sprint.
* Option A is correct: proper backlog refinement and reprioritization ensures alignment with evolving stakeholder needs.
* Option B is an anti-pattern; agile welcomes change even late in development.
* Option C and D are irrelevant or do not address the core issue of prioritization.