Answering: “An organization has decided to adopt Scrum, but management wants to change the terminology to fit with terminology already used. What will likely happen if this is done?” (PSM I)

All of the listed outcomes are likely. Keeping old terms may calm management, but it also hides what has changed and can mean that little real change happens.

Exam Question

An organization has decided to adopt Scrum, but management wants to change the terminology to fit with terminology already used. What will likely happen if this is done?
(choose the best answer)
A. Without a new vocabulary as a reminder of the change, very little change may actually happen.
B. The organization may not understand what has changed with Scrum and the benefits of Scrum may be lost.
C. Management may feel less anxious.
D. All answers apply.

Correct Answer

D. All answers apply.

Why This Is the Correct Answer

Scrum’s terms carry specific meaning. A Sprint is not a phase, a Product Owner is not a business analyst, and a Scrum Master is not a project manager. Relabeling Scrum with existing vocabulary makes it easy for people to keep working the old way under new names. The Scrum Guide warns that changing the core design or ideas of Scrum, or not following its rules, covers up problems and limits its benefits. On the other hand, familiar words feel safe, so management may well be less anxious. That comfort is exactly why the change may not stick.

Why the Other Options Are Wrong

A. Without a new vocabulary, very little change may happen. True, but incomplete on its own. The other outcomes are also likely.

B. The organization may not understand what changed and lose Scrum’s benefits. True, but it leaves out the other likely effects.

C. Management may feel less anxious. True, and it explains why leaders want to keep old terms, but it is only one of the effects.

Exam Tip

When options describe a short-term comfort and long-term costs of the same decision, check whether “all apply” captures the full picture.

Key Takeaways

• Scrum terms signal real changes in roles and practice.
• Old labels make it easy to keep old habits.
• Comfort for management can come at the cost of real change.