\f\f\fmeetings tie-La use they were the ultimate decider on features and decided when work was completed. Everyone laughed at the "only one neck to wring" analogy that the facilitator used to describe this role. Overall she thought the proeess had promise and she was excited about trying it out on the CarbonElata projecL The Carboneata project was Estimated to be completed after five sprints with ears-i sprint lasting four weeks. Sandra came awayI with some ideas for how Al: can help challenger Iteep tabs on the ma ny aspects happening in the project all at once and Sandra thought that perhaps Al could help automate the work that she dog to track and maintain project status reports. The rst sprite The rst sprint planning meeting went pretty much by the book. Fun had done his homework and came to the meeting with a comprehensive list of features that the nished software needed to provide. There was healthy discussion, and Fun amended the list to include some featuresthat the team felt was necessary. Brian did a good jobof reminding the team that they were expected to build a fully functional feature. This tempered the tea m's enthusiasm, and in the end a challenging but doable set of foetures was assigned to the sprint backlog for the first sprint. The first couple of daily Scrum meetings were a bit awkward as members were careful not to step on each other's toes. one of the fl rst impediments identied was not having a shared understandirg of how a self-organising team worked. Brian kept emphasizing that it was up to the team to denide who does what and when. Then one morning itjust suddenly clicked and members ca me fonnlard claiming work the-g.r felt needed to be done. After that the daily scrums took on a life oftheir own. The pace of work picked up, and there wasa shared enthusiasm as taslrs and ultimately functional feature: were notatpleted in rapid fashion. A] tools were used to track progress. - looking at trends for what was happening in the project and possible areas where slowdowns could occur. Sandra worked side by side with the other software engineers to sol-ire problerns and share what they had learned. occasional Iy F'uri would be called into the project room to answer 1:] uEtions about spe:ific features and be shown work in progreSs. By the time of the first sprint review meeting. the tea m was able to demonstrate all but one of the designated features to Fun and eyen three more that were not on the initial requted list. The team gotsome useful feedback not only from Pun but also from a couple of the end users he brought with him. sets of the features were proclaimed done by Pun while the others needed only slight modifimtions. Everyone agreed that the nest Sprint reyiew would even be more successful. The sprint retrospective meeting was refreshing as members spoke candidly about both the good and the bad. Everyone agreed that the team needed to do a better job at documentation. issues regarding fairness and spreading both the inn work a nd the tough work among the entire team were brought to the surface. Sandra was impressed by how everyone focused on what was bet for the project notjust themselyes. \f