Memory hook: Forecast from evidence; coach decisions; measure outcomes.
Must remember
A useful forecast considers observed delivery, available capacity, dependencies and uncertainty. Velocity can help one team plan when used consistently, but comparing teams by points encourages distorted estimates. A forecast is not a guarantee and should change when evidence changes.
Value depends on users and outcomes. Release small useful increments, inspect adoption and feedback, and reorder work accordingly. A large backlog is not evidence of success. Product Owner decisions weigh opportunity, risk, learning, dependencies and stakeholder needs; the loudest requester does not automatically get the next item.
Facilitation helps a group reach a useful result without taking over its substantive decisions. Coaching builds the team’s ability to think and act; teaching explains Scrum or a skill; mentoring shares relevant experience. Select the stance the situation needs. Intervening directly may help an urgent external impediment, while routine task choices belong to the team.
For a scenario, identify the threatened goal, missing transparency and correct accountability. Favor an action that restores learning and self-management. Avoid reflex answers such as adding a manager, extending the Sprint, lowering Done or shielding the Product Owner from all stakeholders.
Choose under exam pressure
| Requirement | Choice and reason |
|---|---|
| Team estimates inflated to hit a target | Remove misuse of the metric and return to honest evidence. |
| Unclear user benefit | Test an outcome hypothesis with users. |
| Developers seek permission for every task | Coach self-management within clear goals and standards. |
Traps
- More features do not necessarily mean more value.
- A Scrum Master should not become a permanent approval bottleneck.
Active recall
1. Why not compare teams using velocity?
Point scales and contexts differ, and comparison encourages gaming.
2. What makes a forecast credible?
Observed evidence, explicit assumptions and updated uncertainty.
3. Facilitation versus taking over?
Helping the group decide versus deciding for it.
4. Why release small increments?
To gain feedback and value while limiting exposure.
5. What is a good scenario-answer sequence?
Identify the goal, evidence gap and accountable people, then choose an action that improves learning and delivery.
Sources
Framework explanation adapted from the 2020 Scrum Guide by Ken Schwaber and Jeff Sutherland, under CC BY-SA 4.0. Changes: condensed wording, original examples, tables and recall scenarios. These five Scrum revision chapters are also offered under CC BY-SA 4.0; this notice does not license unrelated site content or brand artwork.