My name is Alex and I was a project manager in a previous life. I successfully transitioned to the agile world in 2009 and never looked back. I appreciated the speed and adaptability of the work at Agile depending on the complexity and inertia of the waterfall. I also quickly discovered that it was as simple as Agile, it was really about changing people`s mindsets to adopt a different professional lifestyle. The change in mentality meant that you had to “show the light” to people, so I ended up being an agile coach. I spent the next sprint in “learning” mode to understand team dynamics and interactions. When we arrived at their next retrospective, almost two weeks later, I would have a better understanding to help me put them in place to succeed. I went to great lengths to gain the trust of the team and make them ask questions if necessary. I held one-on-one games with the SM, PO, the Supervisor of India and members of the U.S.

Development Team. Given our team`s dependence on The Regard for India and the 10-hour and 30-minute time difference, I quickly learned that we only had a few hours of overlap before we separated each day. At the end of the sprint, I compiled my last ten observations (see Table 1). These clauses are not designed to dictate to the team how the work is performed, but should help to emphasize team behaviors that keep everyone accountable and productive. Faced with friction between some members of the team, he opted for a 1-2-4 model[3] to discuss possible agreements. This model aims to ensure that everyone has a voice in this process: work agreements are created primarily to help teams realize that no one is holding the whip when they work remotely, so they have to impose their own decisions, which are facilitated by the technical director or Scrum Master. They have helped me to form many teams that can adapt to rapid change while providing productive and efficient products. And if you`re hoping to achieve thin-distance team management, a work agreement can be a powerful tool in every leader`s arsenal. Work agreements can help align a team with expectations.

It is the journey of a culturally diverse and distributed team that has learned to discover hidden obstacles to create a better working environment for itself. By drilling themselves, they reached a moment of “ha” that helped them align and work together, and they developed work arrangements that unite them. In the next retrospective, I decided to test the water first.