This story of self-discovery traced the journey of a team of geographically dispersed and culturally diverse people. He highlighted how they discovered hidden barriers to creating a better working environment for their team. They reached a „ha“ moment that helped two distant groups get involved and work as a team. Their layout was formally integrated into the team`s culture, with a series of working agreements linking them together. The following table summarizes what I learned as a coach. Team members share their suggestions and why they feel they should be part of the working agreements. Some relatively easy points. The ScrumMaster takes note of these ideas on the Board of Directors. So many people that I have to thank for the support they have given me during this trip, I would like to thank first of all the teams who have really been up to the task through this process. If they had not, I would not have been able to understand the power of employment contracts, and it is more about know-how than building words. I would especially like to thank Kelli Derum, the PO, for the team. I attacked her a few years later, and she was always so eager to help. I particularly enjoyed the discussions we had and the time she gave him when she had just had a baby! I also really appreciated the honest feedback she shared, which I recorded with minimal treatment.
Thank you especially to my wife, Deema, who encouraged me to apply. She has always been a source of strength for me and has helped me find the strength to continue if necessary! Thank you especially to my company and to my bosses who, although anonymously, are grateful to them for allowing me to share my story. Finally, and not least, I can not find the right words to thank my shepherdess Susan Burk for her precious support, her insight and above all for her flexibility. Susan has helped me several times to reinvent the approach and focus on what is most important. Thank you, shepherd, I couldn`t have done it without you! And that`s what I mean sincerely! 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. Each day at the same time and at each location, scrum development team members spend a total of 15 minutes reporting. Each member of the team summarizes what they did the day before, what they will do today and the obstacles they face. The Daily Scrum is supposed to disrupt old separate work habits. Members should remain vigilant about the signs of the old approach.
Faced with friction between some members of the team, he opted for a 1-2-4 model to discuss possible agreements.