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Velocity reflects the system of work and the team’s Definition of Done (DoD). When the DoD is strengthened, each story includes more work (e.g., integration, security testing), so velocity often decreases—but value and quality increase. The right response is to keep the improved DoD (built-in quality), be transparent about the new empirical capacity, and adjust forecasts and release plans accordingly. Reverting the DoD (Option A) trades short-term speed for long-term risk: technical debt, rework, and delayed defect discovery. Converting points to hours (Option C) doesn’t change throughput and reintroduces false precision. Increasing WIP (Option D) typically worsens cycle time and quality by creating bottlenecks. CAPM’s agile content emphasizes empiricism and flow: maintain a stable DoD, limit WIP, and use metrics like cumulative flow and lead time distributions to manage predictability. If stakeholders need earlier delivery, negotiate scope (re-slice stories thinner, defer lower-value items) or add capabilities (automation, pairing) that truly improve throughput without weakening quality.