Finance wants the state DMV-licensing Team Coach to own the capital-budget spreadsheet line by line. What should the coach clarify?
Select an answer to reveal the explanation.
Short Explanation
Owning the DMV capital spreadsheet is finance work wearing an Agile badge. The Team Coach's real job is flow and events, not every budget line. Taking the book so someone else can “facilitate” just swaps the wrong hats.
Full Explanation
Finance may want a state DMV-licensing Team Coach to own the capital-budget spreadsheet line by line, but line-item budget ownership is not the core Scrum Master / Team Coach job. The advanced role is coaching flow, facilitating team events, and supporting the ART so licensing value can move for residents. Clarifying that distinction protects both the budget steward the agency needs and the coaching the team needs.
Treating line-item capital-budget ownership as a defining SM/TC accountability fails because SASM does not redefine the coach as finance controller. Taking the budget so the Product Owner can "focus on facilitation" fails because it swaps hats: facilitation is coach work and backlog content is PO work, not the reverse. Transferring the entire ART capital budget from the RTE to the Team Coach fails because moving a train-level finance book onto the team coach recreates a project-manager job description.
Exam caveat: coaches may help make cost-of-delay and capacity visible, yet that support is not the same as owning every capital line. Operational check: decline line-item budget stewardship, keep facilitating licensing-team events and flow coaching, partner finance with the proper budget owner, and verify that DMV delivery conversations stay centered on flow and objectives rather than spreadsheet custody.