The Agile team consisted of 11 people, working both locally in Texas and remotely in Mumbai, India. Local members of the Texan team included both MS and PO, as well as two engineers: a tech-lead and a senior developer. They worked from home three days a week, but would be at least two days in our headquarters. The SM and the PO were almost always present at the office. The India team consisted of seven engineers, one of whom was the supervisor and effectively our team leader in India. The other members of the Indian team had various other roles in the development of our solution. The team approached the end of the current sprint and would keep its team in review the next day. Fortunately, the timing worked. I was invited to participate in the retrospective and meet the entire Fast Forward team at the end of the retrospective. Now that all team members have finally had the courage to express themselves freely to freely share their thoughts and frustrations, the team has begun to discuss options and opportunities to better shelter each other. The new safe environment opened the team to share without fear of reprisals. Here is a summary of the most important points: it goes so far as to prevent outsiders from intervening in the participants, unless absolutely necessary.

This helps to ensure that participants are present in both the head and body and promotes team engagement. Teamwork agreements should describe how team members work together to create a positive productive process. For each team member, the only way to do that is to add their two cents to the development of these policies. The views of all members are important and inclusion is the glue that keeps the agreement in common. This social contract, established by team members, generates a level of commitment, discipline and responsibility that has a positive impact on team dynamics and allows teams to successfully achieve their goals. It helps teams create a positive and productive process that meets the team`s needs and preferences. In the next retrospective, I decided to test the water first. I talked about how I met my wife and played our wedding dance video (which proved to be a great success for the Indian teams). Then the SM shared family photos and talked about each of his children and their interests. The PO opened its move from Seattle and the stress that had caused, especially with the packaging and removal of a huge house. One after the other, the team opened up, and when I looked around, people started to intimidate each other and spread their hearts. Some stories made teams sad, some stories made teams happy, but all shared something nearby, and they were expensive, and emotions grew.

We partied with a member of the team who beamed with pride and let us know that his daughter had been admitted to a very prestigious university. We cried with another who said that a parent was suffering from an illness and how difficult it was to deal with it. The team exchanged delicious recipes and enjoyed seeing family photos and hearing the stories behind them. For the first time, feelings were stoked when cultural and distance barriers were torn off. We have all been part of each other`s lives. We all put on a human face. This first meeting was a good start. While the SM mentioned that his team needed a minimum of advice because they were fine, she was delighted that I joined the team. The OP was new both in the company and in a PO role.