The coach of the EV-charging-permit team still estimates every story for them to save time. What should the SM/TC recognize?
Select an answer to reveal the explanation.
Short Explanation
A coach who fills in every charging-permit estimate is doing the team's homework. It looks helpful and it keeps the team small. High performance starts when they size and plan the work themselves.
Full Explanation
When the coach estimates every story “to save time,” they block self-management and prevent high performance. The EV-charging-permit team must own planning work—including estimates or forecasting approaches they use—so commitment and learning stick. The Scrum Master/Team Coach should recognize coach-owned estimates as overreach that creates dependency rather than servant leadership.
Claiming coach-owned estimates are required so the ART can compare teams fails by concept: comparable metrics do not require the coach to invent the numbers. Treating faster coach estimates as proof of servant leadership fails by concept because doing the team’s job is directive, not enabling. Having the Product Owner estimate while the team waits fails by concept by moving the dependency sideways without building team capability.
Exam caveat: Advanced Scrum Master / Team Coach behavior enables the team to plan; estimating for them is a common anti-pattern on SASM-style items. Coaches may facilitate estimation techniques—they should not be the sole estimators for permit-team work.
Operational check: return estimation to the EV-charging-permit team, facilitate a lightweight technique they run themselves, refuse to supply substitute estimates, and confirm planning sessions complete with team-owned forecasts.