According to PO: „When Alex tried to break the lead barrier as a team spokesperson and give everyone a voice, we realized that the AHA moment had come out of the meeting, how limited the consulting staff was at the expense of the client hijacking. At the beginning of each sprint, the product owner and team conduct a sprint planning meeting to negotiate the product delay elements to be turned into working products during the sprint. Towards the end, the team divides the selected items into a first list of sprint tasks and finally commits to trying the job. The team should know its ability and speed and agree on the number of stories to choose for the sprint. During the sprint, the development team works on the stories provided for delivery on the basis of priority. All issues related to requirements and business logic are resolved by the product owner. All the obstacles that team members face are communicated to the ScrumMaster, which solves them and helps the team stay focused. 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. These agreements are drawn up by teams and scrumMaster facilitates the meeting, and they are created/verified preferably during the Sprint 0 of each publication. 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. Other working arrangements include „Documentation for Critical Tasks” (the team projects them during planning, where applicable) and „identify dependencies” (to identify dependencies at an early stage and document on tickets, either at meetings in advance or when planning meetings). Various projects have observed that there are members who have not even read and understood the story when the team holds the sprint planning meeting. All team members participating in sprint planning meetings should read and understand some of the key product delay stories that should be accepted as entry criteria for the sprint planning meeting. The product owner should ensure that there is sufficient priority delay available for the team to go through the sprint. If I share my story, I hope it will inspire others to realize that the process of creating work agreements has uncovered opportunities for collaboration and guidance that have helped a distributed team deliver better value. Please note that if I cannot disclose the name of the company, I can only report that it is a financial services company based in Texas. The names of all parties have been changed to protect privacy. The ScrumMaster opens the meeting by explaining to the team what a work agreement is (as mentioned above), and then sharing some examples of work agreements to give them a fair idea. For example: „I`ll update the status on the scrum board regularly.” „Be on time for stand-up.” And so on — maybe that`s all the team considers crucial to their success or improvement. The ScrumMaster then suggests that the team reconsider the points that are essential to their improvement and ask them to share the points they think they should become work agreements.