Developers

• Commitment: creating any aspect of a usable Increment each Sprint
• Accountabilities
  • Creating a plan for the Sprint, the Sprint Backlog
  • Instilling quality by adhering to a Definition of Done
  • Adapting their plan each day toward the Sprint Goal
  • Holding each other accountable as professionals
• Characteristics of a great Development Team
  • Pursues technical excellence
  • Applies team swarming
  • Uses spike solutions
  • Refines the product backlog as a team
  • Respects the Boy Scout Rule
  • Criticizes ideas, not people
  • Share experiences
  • Understands the importance of having some slack
  • Has fun with each other
  • Don't have any Scrum 'meetings'
  • Knows their customer
  • Can explain the (business) value of non-functional requirements
  • Trust each other
  • Keep the retrospective fun
  • Deliver features during the sprint
  • Don't need a sprint 0
  • Acts truly cross-functional
  • Updates the Scrum board themselves
  • Spends time on innovation
  • Don't need a Definition of Done
  • Knows how to give feedback
    • 'Situation - Behavior - Impact Feedback Tool'
  • Manages their team composition
  • Fix dependencies with other teams
  • Don't need story points
• Commitment to
  • Fulfil the Sprint Goal
  • Delivering working, high-quality and usable software that meets the expectations of the customers and users
  • Working only on the Product Backlog items with the highest value
  • Focus on continuous improvement, learning, and technical excellence
  • Continuously inspect and adapt, by which empiricism is supported
  • Collaborate with all the business people involved
  • The values and elements that build up the Scrum framework
• The evolution of the Development Team
  • A good Scrum Master will understand that teams need to go through these phases. However, avoid getting stuck in the early phases, because this is a reason why many teams do not succeed or even dissolve over time
  • The Pattern
    • The pattern is incremental, at each step the benefits grow
    • Each version/stage is an upgrade of its predecessor and incorporates all qualities of the previous version
  • The Group
    • All new teams start as a Group
    • In this early-stage people are looking for stability, rest and a sense of belonging to the Group
    • members are still discovering each other and their place in the team. wait-and-see attitude and do not show their true selves
    • focused on themselves and committed to their personal goals
    • Each individual has his own standards. These determine if people respect each other
    • Scrum-events, often let the Scrum Master guide them towards a result
    • Each individual brings his practices to the team and applies them himself. Forcing these practices to other members feels overwhelming. Conflicts are felt internally but not expressed until they feel safe
    • If there is a DoD, it is mostly a collection of personal practices
    • Within the Sprint each individual typically works on his own items. Once done, he/she picks up stuff that is in his area of expertise
  • The Storm
    • Once people feel safe in the Group, t start looking for a common understanding
    • gradually open up towards each other
    • Although opening up, people only trust themselves
    • start to learn on how to become accountable to each other
    • As a result, people start to learn their differences, disagree and conflicts will appear
    • Resolving conflicts means letting go of old dogmas
      • When dogmas disappear, respect is earned. Multiple opinions can lead to new insights
      • When dogmas stay, people will try to convince others to use 'their' practices. The quest for influence lead to personality clashes, more conflict, losing respect and people closing again
    • The feeling of security and safety increase or go down after people had their first conflicts
    • A first mutual DoD appears on paper. This DoD is often not actively used because people still struggle to adopt the newly gained insights
    • there is no common understanding\goal yet people find it hard to commit to a sprint goal
  • The Team
    • emerge when overcome their personal differences
    • Conflict, egos & dogmas make place for new insights and finding common ground
    • This common ground leads to shared goals, more clarity and focus in a Team
    • Goals and standards are becoming clear and they get captured
    • Success is actually measured and commitment gradually grows
    • Mutual respect and trust are being earned on a daily basis
    • The increased safety leads to a need for more intimate relationships & friendships
    • members start sharing personal stuff and take part in regular social events
    • A Team starts admitting mistakes and learns from these mistakes
    • The team has had a number of conflicts. Conflicts are unwanted and members avoid them
    • members are sometimes afraid to share the more controversial ideas
    • Practices like Pair Programming, TDD & CI move from a personal to a team practice
    • Retrospectives don't only complain but actually discuss improvements and new standards
    • DoD is now actually used on a regular basis by each team member
    • people ask for help and offer help to their peers
  • Then Family
    • respect for each member. We have learned to overcome our differences
    • constructive conflict
    • member committed and accountable
    • Sprint goals are set during the Sprint planning and team members dare to speak up when the Sprint goal is under pressure
    • KPI's are really driven by team behavior
    • Team members measure their performance and improve KPI's
    • results in the form of frequent value delivery
    • events are running smoothly now. Every team member knows the purpose of each Scrum event and the Scrum Master does not need to point this out anymore
    • Successes lead to an increase of people's self-esteem and drive for accomplishment. People become more motivated, knowledgeable and competent
    • A few members show autonomous behavior, make decisions without a need for supervision
    • More and more intuitive decision making, based on experience is allowed
    • People also allow more dissent, because they see that a variety of opinions lead to more options and better solutions
    • Multiple disciplines in the team start taking over each other’s work, because they value reaching Sprint goals above working on their own discipline
    • Techniques like swarming (team members collectively finish ongoing tasks before moving to new tasks) and team-wide pair-programming appear.
    • Continuous Delivery and Continuous Integration are becoming default team standards
    • DoD is continuously used, challenged and updated if necessary
    • It is ok to make mistakes, as long as people learn from it
  • The Wolfpack
    • Instead of living by the rules, people in the Wolfpack make the rules
    • they continuously determine new practices or refine existing ones
    • members teach each other, also people outside the team about good practices and what works well
    • no more fear for conflict and people demands debate
    • accountability and a willingness to continuously confront each other with difficult issues
    • members trust each other blindly and respect is in the DNA
    • Mistakes are mandatory and celebrated
    • continuous learning. People knowledgeable and autonomous
    • Each event has a clear outcome and the rules of engagement are in the minds of everyone
    • Almost every Sprint the team reaches their goals and sometimes they exceed expectations
    • the Wolfpack has a vision for the future
    • Creating a Wolfpack is a tough job and maintaining a Wolfpack is even harder, since teams are continuously challenged with outside influences