B. Teamwork agreements will change if the team evolves and project conditions fluctuate. Check the work agreement regularly to make sure it covers the actions the team needs to work on – this can be an important retrospective discussion. This is extremely important, especially in terms of establishing a common understanding of why the team really needs work agreements. Steve begins to ask for proposed agreements in his first priority area: Daily Scrum Start Time. After any possible work agreement, it uses the Decider protocol to quickly examine the possibility of consensus. If there is no immediate consensus, the person who said “no” to an idea suggests what they see as a better idea. If more than one person has a problem, everyone is expected to offer a better idea. If too many people say “no,” the applicant should consider withdrawing the proposal. In the case of Steve`s team, after 20 minutes, the team has its first work arrangements: it`s the story of how I was able to help a team I trained to improve working relationships and work together to get better results. While the result of this trip was a series of work agreements that reflect a new way of operating, the story focuses on the team`s journey of self-discovery and self-improvement. Through this trip, the team has gained a better understanding and respect for each other, transcending cultural and geographical boundaries.
The maximum time for planning a 30-day sprint is eight hours. The team can agree to reduce it proportionally for a shorter period of time. Team members should agree that this session will be completed on the first day of the sprint. The owner of the product should agree to make available the time set out for this meeting. The first sprint is the best time to define team chords. Sprint retrospective meetings are also periods when team agreements can be formulated and old agreements can be challenged and amended. There are cases where the team is not comfortable holding the retrospective in the presence of the ScrumMaster or product owner. The team should decide whether participants are invited to the sprint retrospective, which can vary from sprint to sprint. There are some agreements that can be concluded quickly and there are a few that are not that simple. There may be conflicts between team members if they try to reach a consensus.
The ScrumMaster plays a crucial role in helping them. Team agreements make the work environment appropriate and help the team organize itself. The ideal size for a development is between 3 and 9 people, without scrumMaster and product owners. Every smaller and the team could not reach enough each sprint. Any communication that is greater and becomes complex and complicated. Here`s what the PO observed in his own words: “Before coaching, our team experienced challenges and dysfunctions. There was no team because we were a team of people who lived in Texas and India. Since we had never met and our tools (Skype, X) did not work, we never met face to face, even virtually. Sensitivity to geographical cultural differences is important, in this case, the highest person in the offshore hierarchy has spoken to all offshore members, because they are normally trained in American cultural norms and as a third-party consultant, they are motivated to appease their American clients. Because this meeting lasts a long time, the team can agree to divide it into two parts. In one of you, the product owner can demonstrate users` stories to the team and, depending on ability/speed, organize the sprint delay and set the sprint goal.