SSM Defining the Scrum Master / Team Coach Role Practice Question
A Scrum Master / Team Coach is working with a new Agile Team that is struggling to self-organize. The team frequently waits for the Scrum Master to assign tasks and make decisions. Which TWO actions best support the team in developing self-management? (Choose two.)
⚠ Common exam trap
The trap here is equating short-term efficiency with effective coaching, when actions that speed up events by taking over decisions actually delay the team's self-management.
Answer choices
Why each option matters
Answer the question above first, then reveal the full breakdown to understand why each option is right or wrong.
Correct answer & explanation
✓
Teach the team to use the Iteration Retrospective to identify their own improvements and commit to actions.
Self-management grows when the team owns its process and decisions. Using the Iteration Retrospective to drive improvements and establishing team agreements on decision-making and conflict resolution both transfer ownership to the team. Assigning tasks, making decisions for the team, or imposing a strict process all keep the Scrum Master at the center, which prevents the team from learning to self-organize.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✓
Teach the team to use the Iteration Retrospective to identify their own improvements and commit to actions.
Why this is correct
This is correct because the Retrospective is a primary mechanism for the team to inspect their process and decide on improvements. By coaching the team to own the Retrospective outcomes, the Scrum Master / Team Coach shifts decision-making to the team, fostering self-management. This builds the team's capability to solve problems without relying on the Scrum Master for direction.
- ✓
Facilitate team agreements on how they will make decisions and resolve conflicts without the Scrum Master.
Why this is correct
This is correct because establishing team working agreements and decision-making norms empowers the team to handle conflicts and choices independently. The Scrum Master / Team Coach facilitates the creation of these agreements but does not dictate them. This builds a foundation for self-management and reduces the team's reliance on the Scrum Master for everyday decisions.
- ✗
Assign clear tasks to each team member at the start of each Iteration to ensure work is distributed evenly.
Why it's wrong here
Assigning tasks undermines self-management. The Scrum Master / Team Coach should help the team learn to pull work and self-organize around the Iteration goals. While even distribution may seem fair, it removes the team's ownership of how work gets done and reinforces dependence on the Scrum Master, which is the opposite of the desired outcome.
- ✗
Make key decisions for the team during Iteration Planning to keep the event on schedule.
Why it's wrong here
Making decisions for the team may speed up a single event, but it erodes self-management and teaches the team to defer to the Scrum Master. The goal is to build the team's capacity to decide together, even if it takes more time initially. Prioritizing schedule over team development reinforces the dependency the team is struggling with.
- ✗
Direct the team to follow a strict task assignment process defined by the Scrum Master until they improve.
Why it's wrong here
Imposing a process contradicts the principle of self-management. The Scrum Master / Team Coach should help the team discover and adapt their own way of working, not mandate a rigid process. This approach may yield short-term compliance but fails to develop the team's ability to self-organize, which is the core issue.
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JA
Written and reviewed by Johnson Ajibi, MSc IT Security
Senior Network & Security Engineer · founder of Courseiva
Last reviewed September 2026 · checked against the official Scaled Agile exam blueprint
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