A GIS license stall is blocking the building-permits Scrum Team. The Product Owner can unblock the vendor; the Scrum Master is facilitating impediment removal. How should they collaborate?
Select an answer to reveal the explanation.
Short Explanation
The Product Owner can call the GIS vendor; that does not mean stealing the whistle. Help clear the license stall, and let the Scrum Master keep facilitating how impediments get worked. Two accountabilities, one blockage, no role mash-up.
Full Explanation
Product-related impediments often need the Product Owner's stakeholder and vendor access, as with a GIS license stall blocking a building-permits Scrum Team. Collaboration is appropriate: the Product Owner helps remove the product-related impediment while leaving facilitation ownership with the Scrum Master. Two accountabilities address one blockage without a role mash-up that weakens either civic delivery or Scrum facilitation.
The Product Owner taking over all facilitation so the Scrum Master can ignore product impediments steals the Scrum Master's accountability. The Scrum Master signing the vendor contract and reordering the Product Backlog until licenses arrive usurps commercial and ordering authority. Pausing Scrum until Procurement issues a project manager who owns both roles abandons empiricism for a classical PM overlay.
Permit throughput for citizens improves when vendor stalls are cleared without collapsing facilitation into procurement theatrics.
Exam caveat: PSPO II expects PO–SM collaboration on impediments without either absorbing the other's accountability.
Operational check: Product Owner contacts the GIS vendor and procurement path today; Scrum Master keeps the impediment visible and tracks follow-through; neither reorders the backlog nor owns the other's role as a side effect.