According to Scrum theory, how should a group of fifty people be divided into multiple Development Teams?

Question

Options

• AAllow the team leads to divide and select teams.
• BUnderstanding the product, the product vision and the Scrum framework, the group self-organizes
• CCreate a skills matrix, identify role levels, and years of experience to assign people to teams.
• DThe teams will rotate members every Sprint to spread knowledge.

• A
  4% (1)
• B
  79% (19)
• C
  4% (1)
• D
  13% (3)

Explanation

Scrum's core principle of self-organization means that when scaling to multiple teams, the people themselves - armed with knowledge of the product, its vision, and Scrum practices - are best positioned to form their own teams without external authority dictating structure (B). Option A fails because assigning "team leads" to divide people introduces a command-and-control hierarchy that contradicts Scrum's self-organizing tenet. Option C describes a traditional HR/project management approach based on credentials and hierarchy, not the collaborative, value-driven nature of Scrum. Option D (rotating members each Sprint) would destroy team cohesion, disrupt the forming-norming-storming-performing cycle, and undermine the stability Scrum teams need to build velocity.

Memory tip: Think "3 inputs, 1 output" - give people product knowledge, product vision, and Scrum understanding, and they will self-organize. Any answer that puts an external person or process in charge of team formation is wrong.

No community discussion yet for this question.