Inspectors and developers on the elevator-inspection ART use different meanings of "done." What should the Scrum Master / Team Coach facilitate?
Select an answer to reveal the explanation.
Short Explanation
If inspectors and developers do not mean the same "done," the elevator is green on a board and red in the shaft. One shared quality bar lets the increment actually integrate. Private Done lists are how cities ship paperwork instead of safe lifts.
Full Explanation
Inspectors and developers on an elevator-inspection ART need a shared Definition of Done conversation so integration rests on one quality bar rather than conflicting meanings of "done." If developers close stories when code moves and inspectors still require evidence, the board lies about readiness and residents inherit unsafe or incomplete inspection increments. Facilitating a cross-team Done agreement aligns built-in quality with the municipal inspection outcome. Letting each team keep a private Definition of Done avoids negotiation and guarantees integration surprises. Replacing Done with a director-signed certificate after each story inserts hierarchical approval theater in place of team quality standards. Counting a story done when the ticket moves regardless of inspection evidence optimizes for board motion over safety and compliance evidence. Exam caveat: SASM links cross-team collaboration to shared quality understanding; private Done, director certificates as Done substitutes, and ticket-motion Done are common distractors. Operational check: facilitate a joint Definition of Done workshop with inspectors and developers, list the evidence required for an inspection increment to be releasable, update team working agreements, and sample the next completed stories against that shared bar before System Demo. Revisit the agreement when inspection regulations or tooling change so the civic quality bar stays current.