From the course: Agile Challenges Weekly Tips
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Engaging sponsors with remote teams
From the course: Agile Challenges Weekly Tips
Engaging sponsors with remote teams
- Just as our teams are often remote, our sponsors can be too. The sponsor is the business executive that's trusting your scrum team to get their product built. This requires a high level of trust on their part. You can help the sponsor trust the team by helping them get to know your team members. As people get to know each other better, trust flows more freely. Here are a few simple ways you can encourage your team to share who they are with your sponsor. First, as the project effort is launching, encourage your team members to post a brief bio about themselves in the electronic team room. On this bio, make sure they post a picture of themselves and include both their professional accomplishments and some personal insight into who they are and where they are from. These details usually create curiosity across the team and sponsor so that conversation comes more easily. Another technique is to have an avatar meeting. Before the meeting, ask everyone including the sponsor to pick an…
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Contents
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We don't get along2m 50s
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We don't work together2m 27s
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Everyone is still siloed2m 37s
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No one knows what we're doing2m 47s
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We can't see beyond our current sprint3m 15s
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Our sprint commitments are wrong2m 55s
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We don't have needed skills2m 28s
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Everything gets stuck in testing2m 57s
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Let's go back to waterfall3m 12s
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Stand-up is dysfunctional3m 14s
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No one contributes in retrospective2m 57s
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The team doesn't know what to build2m 9s
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Distributed team collaboration3m 19s
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Clues in your burndown chart4m 1s
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No one comes to sprint review2m 22s
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No one speaks up in planning2m 23s
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No one wants to learn a new skill2m 57s
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We don't have time for new skills2m 38s
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We need a specialist2m 19s
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Cross-team dependencies2m 14s
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What time is stand-up?2m 34s
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Building open communication2m 40s
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Working with remote stakeholders2m 24s
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Engaging sponsors with remote teams2m 30s
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Coaching the resource manager2m 45s
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Building a community of practice2m 44s
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Dealing with change management3m 24s
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Influencing decision makers2m 38s
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Scrum master speaks for the team2m 34s
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What to do when no obstacles are raised2m 59s
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The team always has carry over stories3m 11s
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Maintaining architectural alignment3m 16s
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The team is burned out2m 44s
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Sprint zero lasts more than four weeks2m 9s
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Solutioning in stand-up meeting2m 20s
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Scrum master is assigning tasks2m 52s
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Scrum master is a team contributor2m 50s
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Projects always have a phase two2m 5s
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Absentee scrum master2m 19s
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Stand-up meeting is more than 15 minutes2m 25s
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No one listens in the stand-up meeting2m 14s
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The story is not ready for sprint planning2m 44s
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Acceptance criteria are unclear2m 41s
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Story sizing is inconsistent2m 16s
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The team always overcommits2m 43s
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The team always undercommits2m 8s
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The team does not swarm2m 32s
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Product owner says how to build the product2m 38s
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Shifting to a more agile mindset3m 1s
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The scrum master uses a commanding style3m 10s
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The team finishes sprints early2m 29s
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Product owner is never around2m 47s
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