Every Inspect and Adapt improvement item from the housing-voucher ART is hire more people. What should the Scrum Master / Team Coach coach the ART toward?
Select an answer to reveal the explanation.
Short Explanation
"Hire more people" is a wish sent upstairs, not an experiment the voucher teams can run Monday. Coach toward system and process changes they own. Headcount lists that nobody can pull are not an improvement backlog.
Full Explanation
I&A improvements should be system and process experiments the ART can try next PI—not an un-ownable “hire more people” list. Housing-voucher ARTs that only request headcount leave ownership outside the train and stall until budget cycles. The Scrum Master / Team Coach coaches experiments on WIP, handoffs, automation, and policies the ART controls. Hiring may still be needed later, but it is not the only improvement move.
Escalating a hiring-freeze protest and pausing all other improvement work makes progress hostage to staffing. Converting every item into a budget request waiting on the legislature delays learning. Leaving “hire more people” as the sole backlog parks ownership outside the ART.
Exam caveat: prefer actionable system changes the ART can run; headcount alone is a weak I&A output. Operational check: rewrite housing improvement items as experiments with owners inside the ART before PI Planning.
Municipal ARTs feel problem-solving workshop quality as clearer permits, fairer housing intake, steadier water billing, and fewer blame cycles in public service. Facilitate evidence-based causes, restated problems, owned experiments, and follow-through into iteration events so residents experience the improvement.