A vendor partner on the court-case ART is treated as outside "our performance." How should the Scrum Master / Team Coach assess value delivery?
Select an answer to reveal the explanation.
Short Explanation
If the vendor is on the court-case path, they are in the picture. Internal velocity that dies at the handoff is a fake win. Value delivery includes how the team works with the partner.
Full Explanation
When a vendor partner on a court-case ART is treated as outside "our performance," the Scrum Master / Team Coach should assess value delivery including how the team integrates with that vendor, not only internal velocity. Cases stall at handoffs; ignoring the partner paints a false picture of municipal court progress while residents wait on filings and hearings. Measuring only internal velocity while cases wait at the vendor celebrates local motion and hides the real constraint. Asking the Release Train Engineer to drop the vendor from the ART so scores look cleaner may remove a dependency from the chart without removing it from operational reality. Scoring the vendor with a separate PMI process-group audit the team never sees hides integration performance from the people who must collaborate daily. Exam caveat: SASM value-delivery assessment includes partner integration on the value stream; internal-only velocity and unseen external audits are incomplete on advanced items. Operational check: map the court-case handoff to the vendor, add a flow or quality measure across that boundary, review integration impediments with the team and partner, and include those results in performance conversations. Confirm leadership sees end-to-end case progress, not only internal story points, before the next PI Planning.