Section 10 is what we often associate with employment contracts. We summarize here and list the standards and behaviours we want to promote. We propose to write them as individuals, then discuss them as a group and, finally, by voting « Faust of five » for no more than ten at the same time, which must be included in this working agreement. Now that the team felt better familiar with each other, they were more able to communicate and exchange ideas to improve. Over the next iteration, more and more barriers arose as confidence improved. The team met several times to propose improvements. At that time, everyone was getting used to working together, and we were all thrilled because we felt like it was an opportunity for the team to reinvent itself. We now had to discuss how to change our work and communication styles, meeting schedules, etc., to accommodate most, if not all, of our teams. The idea of using scrum values to facilitate the idea has become our main concern.
The team felt that the inclusion of Scrum`s values would help them perform. I didn`t want to contradict that! We have ensured that we use focus, openness, respect, courage and commitment as thinkers to move forward with all subsequent meetings. Kelli, our PO, said: « We were unknown and we specifically deprived the people on whom we depended so heavily on basic amenities. Once we were able to get clarity from teammates who were tooth and nail, we were able not only to be more accommodating, but also to build a certain degree of confidence. We were able to complete part of the work time to counter the movement of women and allow the use of the canteen. This also in the month following the meeting of the employment contract, which leads the team to show up on time. Trust needs a lot of time to build. I would say that this day is the basis of a closer working relationship that develops to very tight in the course of 8 months. I would say that the biggest success factor in the ongoing relationship with the Indian team has been to humanize it. After that meeting and over time, we began to engage on a deeper level, to generate a personal interest in them and to ask them what their weekend was like and what they were doing to celebrate the feast of X. We tried different games at the beginning of the stand-up to get everyone talking and we found that Trivia was very effective. Not only were they engaged, but we got to know the commonalities, because they also know who Bart Simpson is, how they are at least as intelligent, if not smarter in global geography, as we are.
After 8 months, I changed my role in my company. What was really worth 2 months later, I received an IM from Abdul, one of the Indian team members, who registered with me to see what life was like in my new role. So many people that I have to thank for the support they have given me on this trip, I would like to thank 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.