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Scrum optimizes for focus and value via a clear Sprint Goal and an ordered Product Backlog. Work intake during a sprint flows through the Product Owner (PO); Developers then decide how to adapt their plan. The Scrum Master (SM) serves the organization by coaching stakeholders on proper interfaces, removing impediments, and protecting empiricism. The best action is to redirect the request through the PO, assess its impact on the Sprint Goal, and—if still achievable—allow Developers and the PO to renegotiate scope by trading items. If the goal becomes obsolete, the PO may cancel the sprint. Directing Developers to comply (Option A) undermines accountability and predictability. Escalating for “discipline” (Option B) is heavy-handed and often unnecessary; education and facilitation usually solve the systemic intake problem. Replacing the Sprint Goal (Option D) breaks transparency and weakens outcome focus. CAPM’s agile domain stresses stable interfaces, role clarity, and protecting the Definition of Done and flow metrics. Establishing intake policies and visualizing unplanned work helps prevent recurrence and maintains stakeholder trust.