What should a scrum team do if the business wants multiple smaller deliverables during a release?

Creating interim deliverables within sprints aligns perfectly with the principles of Scrum and Agile methodologies. This approach allows the Scrum team to break larger projects into smaller, manageable parts, delivering value incrementally and consistently. By doing so, the team can adapt and adjust to changing business needs or priorities, ensuring that stakeholders can start receiving benefits sooner rather than waiting for a single, large release.

This method also promotes feedback loops within the sprint cycles, allowing the business to provide input on the smaller deliverables and enabling the team to iterate based on that feedback for subsequent sprints. It enhances collaboration and ensures that the products remain relevant and aligned with business objectives.

Other options, while they may seem reasonable, do not contribute effectively to agile practices. For instance, requesting to change completion criteria doesn't inherently address the business need for multiple deliverables and could lead to confusion about what constitutes "done." Postponing development until deliverables are ready contradicts the Agile value of iterative delivery and could lead to delays and missed opportunities. Focusing solely on one large deliverable also goes against the Agile principle of delivering working software frequently, as it can lead to longer wait times for feedback and a potential misalignment with business priorities. Thus, creating interim deliverables within sprints is