A municipal-fiber operations team spends most of its capacity on interrupt-driven outage tickets, with only a small enhancement backlog. Leadership still wants every ticket committed as a Scrum story at Iteration Planning. What should the SM/TC coach?
Select an answer to reveal the explanation.
Short Explanation
Putting fiber outages on an Iteration commitment list is like putting fire trucks on a bus timetable. Interrupt-driven work needs a Kanban-style pull with classes of service so incidents and enhancements share one visible workflow. Fake Scrum commitments just hide how the work actually arrives.
Full Explanation
SAFe Team Kanban fits teams whose work arrives unevenly and whose priorities change with incidents, while the team still follows ART iteration cadence. Explicit classes of service make expedite incidents and standard enhancements share capacity without pretending every ticket was planned. Forcing unplanned outages into Scrum commitments conceals load and breaks flow. Splitting ARTs or freezing enhancements does not address the arrival pattern the team actually has.