The municipal transit-fare Team Coach calendar is full of status PowerPoints to the transit board and empty of team events. What should the coach restore first as core role work?
Select an answer to reveal the explanation.
Short Explanation
Status slides feel like work, but they do not run a fare team. Iteration events and ART support are how the Team Coach actually serves flow and delivery. Put those events back on the calendar; the PowerPoints are extras, not the job.
Full Explanation
On a municipal transit-fare team, facilitating the team's cadence events and supporting ART events is core Scrum Master / Team Coach work. The correct first restoration is to put planning, team sync, refinement, review, retrospective, and appropriate ART support back on the calendar rather than substituting a slide-only reporting lifestyle to the transit board. Status decks may inform executives, but they do not run the fare team's empiricism or flow.
Adding more board slides fails because more red-yellow-green charts do not replace facilitation of the events where the team plans and inspects fare-policy work. Canceling remaining team events for a monthly steering committee fails because it removes the cadence that produces transparency and adaptation. Personally rewriting the fare-product backlog between briefings fails because backlog authorship is Product Owner accountability, not coach work between PowerPoints.
Exam caveat: executive reporting can be a legitimate stakeholder service, yet it never replaces team and ART event facilitation as the defining SM/TC contribution. Operational check: block the cadence events first on the coach's calendar, trim board decks to what the System Demo and metrics already make visible, refuse to ghostwrite the Product Owner's backlog, and confirm within one iteration that fare-team events are running with full participation.