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Actual exam question for Scrum's PSM-III exam Question #: 29 Topic #: 1
A Development Team, arguing it is self-organising, indicates it no longer needs the Daily Scrum; they collaborate throughout the day and they feel it has become a needless ritual.
Suggested Answer:
A Development Team claiming self-organization as a reason to stop theDaily Scrumreflects a misunderstanding of bothself-managementand the purpose of Scrum events. As a Scrum Master, I would address this through teaching, coaching, and empiricism rather than enforcement. Daily Scrum Is Mandatory in Scrum First, it must be made clear that theDaily Scrum is a required Scrum event. The Scrum Guide defines it as a 15-minute event held every working day of the Sprint for the Developers. Choosing to eliminate it means the team isno longer practicing Scrum, regardless of how well they collaborate informally. Self-Organization Does Not Mean Skipping Empiricism Self-organizing (self-managing) teams decidehowto do the work, notwhetherto inspect and adapt. Scrum events exist to upholdempirical process control. The Daily Scrum specifically enables: * Transparencyabout progress toward the Sprint Goal, * Inspectionof the Sprint Backlog and current plan, * Adaptationof work for the next 24 hours. Informal collaboration throughout the day does not replace theshared, intentional inspection momentthat the Daily Scrum provides. The Daily Scrum Is Not a Ritual or Status Meeting If the Daily Scrum feels like a needless ritual, this is asignal that it is not being used correctly. It should not be a status report or a meeting for the Scrum Master or Product Owner. Instead, it is aplanning event for the Developers, focused on how to best achieve the Sprint Goal. As a Scrum Master, I would coach the team toimprove the Daily Scrum, for example by: * Centering the discussion on progress toward the Sprint Goal, * Making impediments and risks explicit, * Using different formats that suit the team's context. Risks of Removing the Daily Scrum Removing the Daily Scrum reducestransparencyand delays inspection and adaptation. Problems such as integration issues, misalignment, or threats to the Sprint Goal may surface too late, increasing risk and waste. Over time, this undermines predictability and value delivery.
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