The problem-solving workshop for the water-utilities ART identifies twelve causes and tries to fix all of them this PI. What should the Scrum Master / Team Coach have the group do?
Select an answer to reveal the explanation.
Short Explanation
Twelve causes is a grocery list, not a plan. The utilities ART cannot boil the ocean in one PI. Pick the biggest root cause, restate the problem, and aim solutions there.
Full Explanation
After identifying many causes, pick the biggest root cause and restate the problem around that cause rather than fixing everything at once. A water-utilities workshop with twelve causes will fail if it spreads thin experiments across all twelve. Focus creates a PI-sized change residents can feel. Parking all causes or treating them as equal dilutes ownership.
Assigning an owner to each of twelve causes puts everything in flight and finishes nothing well. Ranking all twelve equal spreads capacity too thin. Deferring all twelve to a parking lot with no restated problem ends without direction.
Exam caveat: concentrate on the vital few causes; restate the problem. Operational check: vote or weigh causes on the water ART, pick one primary, and rewrite the problem statement before solutions.
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. Re-check the improvement backlog at the next team sync. Re-check the improvement backlog at the next team sync.