Decision making in self-managing teams is a fundamental aspect of Scrum that empowers teams to determine how they accomplish their work. In a self-managing team, the authority to make decisions about the execution of work shifts from traditional managers to the team members themselves.
Self-managi…Decision making in self-managing teams is a fundamental aspect of Scrum that empowers teams to determine how they accomplish their work. In a self-managing team, the authority to make decisions about the execution of work shifts from traditional managers to the team members themselves.
Self-managing teams have the autonomy to decide who does what, when, and how within the boundaries of the Sprint Goal and Product Backlog. This means team members collectively choose their approach to delivering value, select which techniques and practices to employ, and organize their daily activities. The Product Owner focuses on the 'what' and 'why' by prioritizing the Product Backlog, while the Developers focus on the 'how' by determining the best way to deliver that work.
Effective decision making in these teams requires psychological safety, where members feel comfortable expressing opinions, challenging ideas, and admitting mistakes. Teams often use consensus-building techniques, voting mechanisms, or delegation to specific individuals based on expertise. The key is that decisions emerge from collaboration rather than hierarchical command.
The Scrum Master plays a crucial role in facilitating healthy decision-making processes by coaching the team on self-management practices and removing impediments that hinder autonomous decision making. They help establish ground rules and guide the team toward effective collaboration patterns.
For decision making to work well, teams need clear boundaries and understanding of their accountability. While they have freedom in execution, they remain accountable for delivering increments that meet the Definition of Done and contribute to the Product Goal.
Developing people within self-managing teams involves building trust, encouraging experimentation, and allowing team members to grow through taking ownership of decisions. This approach leads to higher engagement, faster problem resolution, and more innovative solutions because those closest to the work make the relevant choices about how to accomplish it.
Decision Making in Self-Managing Teams
Why Decision Making in Self-Managing Teams is Important
In Scrum, self-managing teams are at the heart of delivering value. The ability for teams to make their own decisions leads to faster delivery, increased ownership, and better solutions. When teams are empowered to decide how to accomplish their work, they become more engaged, innovative, and responsive to change. For Product Owners, understanding this dynamic is crucial because it defines the boundaries of their authority and helps them collaborate effectively with Development Teams.
What is Decision Making in Self-Managing Teams?
Self-managing teams have the autonomy to organize themselves and determine the best approach to deliver Product Backlog items. This means:
• The Scrum Team collectively decides how to accomplish the work • The Product Owner decides what to build and the priority of work • The Developers decide how to build it and how much can be done in a Sprint • The Scrum Master facilitates but does not make decisions for the team
Decision-making authority is distributed based on expertise and accountability, not hierarchy.
How Decision Making Works in Practice
1. Sprint Planning: Developers select how many Product Backlog items they can complete and create a plan for delivering them
2. Daily Scrum: Developers coordinate their work and adapt their plan as needed
3. Technical Decisions: The team determines architecture, design patterns, and implementation approaches
4. Process Improvements: During Sprint Retrospectives, the team decides which improvements to implement
5. Definition of Done: The Scrum Team establishes and maintains quality standards together
Key Boundaries to Understand
• Product Owners do not tell Developers how to build features • Developers do not change the Sprint Goal once established • Managers external to the team do not assign tasks or dictate methods • The entire Scrum Team shares accountability for the product value
Exam Tips: Answering Questions on Decision Making in Self-Managing Teams
1. Know who decides what: - Product Owner: Backlog content, priority, and Sprint Goal - Developers: How to do the work, Sprint Backlog composition, forecasting capacity - Scrum Team: Definition of Done, process improvements
2. Watch for trap answers: Options suggesting the Scrum Master assigns work or the Product Owner dictates technical solutions are typically incorrect.
3. Look for empowerment language: Correct answers often emphasize team autonomy, self-organization, and collaborative decision-making.
4. Remember the boundaries: The Product Owner maximizes value through prioritization, but respects the team's authority over implementation.
5. Consider accountability: Those who do the work should make decisions about how the work is done. This principle guides many correct answers.
6. Avoid hierarchy-based answers: Scrum does not recognize traditional management hierarchies within the team. Answers suggesting someone commands or controls the team are usually wrong.
7. Focus on outcomes: Self-management exists to improve outcomes. When in doubt, choose answers that lead to better collaboration, faster feedback, and increased value delivery.