What is affecting the outcome of a sprint?
Currently we are discussing what is mainly drivig the outcome of a sprint. I (as the SM) stated that only skills and working relationships of the people on the Scrum Teams has an impact. My colleagues argue that also the stability / complexity of the technology and the complexity of the requirements play a strong role. What is your view on this?
If you're talking about outcomes, could the ability to quickly respond to customer feedback have a strong impact?
Why can't all of these, and more, all contribute to the outcome of a Sprint? Also, why couldn't each Sprint have a different set of factors and amount of contribution from each of those factors?
I'm curious at what you're trying to achieve by narrowing down the factors that affect the outcome of a Sprint. Product development is a complex system of people and interactions and processes. I don't really see the value in a general discussion of what drives outcomes of Sprints. I'd rather focus on what contributed to particular successes or failures of a particular Sprint and what can be done to prevent those failures or shortfalls and promote those successes.
In addition to what Thomas pointed out, I would also like to know why there is a need to narrow down what is "mainly" driving the outcome of a sprint. Do you intend to have this discussion to create an "active control" for factors that are (allegedly ) driving the outcomes? Or do you want to create a hierarchy of potential impediments using this knowledge?
The Sprint Goal mainly drives the outcome of a Sprint as it defines the reason for the sprint and goal for what will be in the delivered increment of value. The items you listed drive the ability of a team to produce and self-organizing.
I'm going to jump on the "why are you discussing this" wagon because the way you have phrased the question makes it sound very much like trying to decide who's job is more important.
What is your view on this?
Think of people, technology, and requirements as three variables affecting outcome. Imagine them as dials rather than switches.
With that model, how far do you and your colleagues think each of them ought to be turned up or down, relative to each other, to best indicate the truth you see?