The Scrum team should break the stories into workable items that can be completed within one sprint, which is
a time-boxed period of 7 to 30 days, during which the team delivers a potentially releasable product increment.
Breaking the stories into smaller and more manageable items can help the team to estimate them more
accurately, plan them more effectively, and deliver them more reliably. Breaking the stories also aligns with
the agile principle of delivering working software frequently and satisfying the customer through early and
continuous delivery of valuable software.
The other options are not the best steps for the Scrum team to take next. Assigning more resources to complete
similar stories in the future may not solve the problem of underestimation, and may introduce additional
complexity and communication overhead. Extending the sprint duration when required with the approval of
the product owner may compromise the consistency and predictability of the Scrum process, and may delay
the feedback and validation from the stakeholders. Releasing the current progress into production and carrying
over the rest of the code for the next sprint may result in an incomplete or unstable product increment, and
may violate the definition of done, which is a shared understanding of the quality criteria that the product
increment must meet. References = CompTIA Project+ Study Guide: Exam PK0-005, 3rd Edition, Chapter 5:
Project Scope Management1; CompTIA Project+ Certification Study Guide, 3rd Edition, Chapter 5: Project
Scope Management2; The 3 Scrum Roles and Responsibilities Explained3; Implementation of Scrum - 7 Steps
for an Effective Process4