How Teams Evolve and Mature
While the dynamics of a team are never static, there are certain points where there is always work to be done, namely:-
- at the start of a Scrum
- during the first two sprints
- at the team’s first Retrospective
- when the first scope change is requested
- when there is a quality problem during a sprint
- when a team member leaves the team
- when a new team member joins mid-project
The experienced Scrum master knows the warning signs that he should be looking out for, and also knows which tools and techniques can be used to reintroduce stability to the team.
Starting the Scrum: the First Planning Meeting
We are assuming that all the team members are strangers in this case. This can be easier than the situation where some team members know each other well, and we will discuss this under team changes.
A team has been selected and introduced to each other. The first sprint is due to start and the first sprint Planning meeting is to be held. At this point there is no team; there is a group joined by the common purpose of the product they need to develop. Each person is on the defensive, while trying at the same time to size up other team members. Introverts will be at their most reticent, extroverts may be promoting themselves and showing off. If any of the team are experienced in scrum, they will settle down quickly to planning their work; team members who are new to scrum need to be guided as to how the Sprint Backlog is established.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios