Question

Which three behaviors demonstrate that a team isNOTself-organizing and areNOTfollowing the Scrum Guide?

a. The Development Team creates their own sprint backlog, reflecting all work that is part of the definition of "Done".
b. Development Team members collaboratively selecting their own work during the Sprint.
c. The Development Team has all the skills needed to create a releasable Increment.
d. Stakeholders attend the Daily Scrum to check progress and work with the Scrum Master to optimize the functional scope for the Sprint.
e. The Development Team invites external people to the Sprint Planning to ask them how to turn a Product Backlog item into an Increment via a complete and detailed Sprint Backlog.
f. The Development Team members are working within the boundaries of their functional description and nicely handing off work from analyst to developer to tester to integration.

Answer 1

Three behaviors not indicative of a self-organizing team following the Scrum Guide are stakeholders attending the Daily Scrum, external instructions at Sprint Planning, and members working strictly within defined roles and handing off tasks.

Step-by-step explanation:

When assessing a team's performance and adherence to Scrum principles, certain behaviors can signal that a team is not self-organizing and may not be following the Scrum Guide correctly. Three such counterproductive behaviors are:

• d. Stakeholders attend the Daily Scrum to check progress and work with the Scrum Master to optimize the functional scope for the Sprint. This contradicts the Scrum Guide, as the Daily Scrum is intended for the Development Team to synchronize activities and create a plan for the next 24 hours.
• e. External people are invited to the Sprint Planning to guide the Development Team in converting a Product Backlog item into an Increment. A self-organizing team should be able to turn Product Backlog items into Increments without external instructions, making the planning process a team-driven activity.
• f. Members working solely within their functional roles and 'handing off' work to one another is not in line with Scrum principles, which emphasize cross-functionality and collective ownership of tasks.

Effective team performance relies on self-organization, which allows teams to swiftly respond to changes and challenges. Scrum promotes collaborative work, cross-functional skill sets, and autonomy, steering clear of rigid structures and dependencies that can lead to inefficiencies common in traditional project management approaches.