The 311 and GIS teams share a Component specialist one day a week, and work piles up in an invisible queue. What should the Scrum Master / Team Coach coach?
Select an answer to reveal the explanation.
Short Explanation
A specialist who appears one day a week is a drawbridge on a clock. If nobody sees the cars stacked at the river, 311 and GIS will keep planning as if the bridge is always down. Put the queue on the board and teach more people to turn the crank.
Full Explanation
When 311 and GIS share a Component specialist one day a week and work piles in an invisible queue, the Scrum Master / Team Coach should make the specialist constraint and queue visible and explore spreading the skill so one person is not a silent bottleneck. Hidden wait time lets both teams plan as if capacity exists every day, then stall civic requests that need the scarce skill. Hiding the specialist's calendar to protect morale conceals the constraint and guarantees surprise delays. Booking the specialist one hundred percent to the louder Product Owner turns scarcity into politics and drops the other municipal service without transparent trade-offs. Converting the specialist into a permanent Scrum Master replaces the scarce technical skill with coaching capacity and does not widen the skill pool. Exam caveat: SASM coaches visualization of shared constraints and skill spreading across teams; hiding queues, awarding scarce people as trophies, and converting specialists into coaches are distractors. Operational check: visualize the specialist's queue and wait times on a board both 311 and GIS can see, facilitate a trade-off conversation with Product Owners, start a skill-spread pairing plan so at least one additional person can cover a thin slice of the work, and re-measure queue age after two weeks. Keep the constraint visible until the civic bottleneck is truly reduced.