Answering: “You are a Scrum Master entering an organization that wants to “evolve” their product development to Scrum. The organization’s teams are organized into component teams. This means that teams address one single application layer only (for example, front end, middle tier, back end, and interfaces).”

Moving from component teams to feature teams takes time: people from different layers need a while to work as one team, and output measured in story points or lines of code may dip even as business value grows. Expect a learning curve rather than instant gains.

Exam Question

You are a Scrum Master entering an organization that wants to “evolve” their product development to Scrum. The organization’s teams are organized into component teams. This means that teams address one single application layer only (for example, front end, middle tier, back end, and interfaces).
You introduce the concept of feature teams, where teams have the skills to work on multiple layers throughout a Sprint and deliver working software every Sprint. What are two things you take into consideration when moving away from component teams toward feature teams? (choose the best two answers)

• A. With feature teams, it is easier to calculate and compare the productivity per team. Incentives on productivity are likely to speed up the transition to feature teams, and therefore the adoption of Scrum.
• B. Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to increase.
• C. You cannot do Scrum without feature teams. Don’t continue adopting Scrum until teams are reorganized in feature teams.
• D. Feature teams will require time to become productive as people from the different layers and components become accustomed to working and delivering unified functionality together, as one Scrum Team.

Correct Answer

B and D.

Why This Is the Correct Answer

Feature teams can deliver a Done, usable Increment each Sprint because they have every skill needed across layers. That is what the Scrum Guide means by cross-functional teams that have “all the skills necessary to create value each Sprint.” Getting there is a change in how people work. Specialists must learn each other’s domains, agree on shared practices and stop relying on handoffs. During that period, raw output measures often fall. Business value can still rise because each Sprint now ends with working, integrated functionality instead of partial layers waiting for other teams. A Scrum Master sets these expectations with the organization so the dip is not mistaken for failure.

Why the Other Options Are Wrong

A. Feature teams make productivity easier to compare, and incentives will speed the move. Comparing teams and paying for output encourages gaming the numbers and competition between teams. It works against collaboration and self-management.

C. You cannot do Scrum without feature teams, so stop until reorganized. Scrum can start with the current structure while the organization improves. Halting adoption delays the learning that drives the change.

Exam Tip

PSM II scenarios about organizational change usually favor answers that accept a learning curve and focus on value. Options that pause everything or rely on productivity incentives are distractors.

Key Takeaways

• Feature teams take time to become effective together.
• Output measures may drop while value delivered still rises.
• Scrum adoption can begin before the ideal team structure exists.