Three stormwater teams fight over the only shared GIS specialist's calendar every iteration. What source of conflict should the Scrum Master / Team Coach name?
Select an answer to reveal the explanation.
Short Explanation
One plow and three snow routes is not a bad plow operator—it is a fleet-design problem. One GIS specialist and three stormwater boards will collide on the calendar. Name the scarce-resource structure, not the person's attitude.
Full Explanation
When three stormwater teams fight over the only shared GIS specialist's calendar every iteration, the Scrum Master / Team Coach should name a structural and resource conflict created by scarce shared capacity across team design. Calendar wars are symptoms of a bottleneck baked into how the ART staffs specialized skill for drainage and mapping work. Blaming unprofessional attitude because the specialist will not work nights personalizes a capacity design failure and invites burnout as the "solution." Calling it a facts conflict about rainfall totals that more sensors will fix misroutes the diagnosis to hydrology while the queue remains. Declaring GIS work does not belong on a municipal ART avoids the staffing and skill-spread problem residents still need solved. Exam caveat: SASM conflict sources include structural/resource conflicts from shared scarce specialists; attitude blame and "GIS off the ART" are distractors. Operational check: visualize the specialist queue across the three stormwater teams, facilitate prioritization with Product Owners, start skill-spreading or capacity adjustments, and measure wait time after the change. Keep the structural diagnosis visible so leadership does not "fix" the fight with pep talks alone during the next storm season.