The curb-management team waits for the director to assign every parking-sensor story before anyone pulls work. What characteristic of a high-performing team should the SM/TC coach toward?
Select an answer to reveal the explanation.
Short Explanation
A team that waits for the director to deal parking-sensor cards is a checkout line, not a crew. High-performing teams pick up the next valuable slice themselves. Hand the deck to the team and let them manage the work.
Full Explanation
High-performing Agile teams are self-managing: they decide how to take work, swarm, and meet iteration or flow goals without a supervisor assigning each story. Director-assigned curb-management work, a dispatcher, and individual director-owned queues all recreate a directed task pool. The SM/TC coaches self-management so the team owns selection and completion of parking-sensor increments. Accountability then sits with shared outcomes, not with an assignment spreadsheet.