Dan SC3

• Chapter 7: How should the sprint retrospective work?  What questions should you ask?  Who should participate?  What should you do with the result?

Everyone involved in the sprint should be present, and asked about what they got done and what would allow them go get more done (what is getting in their way) and how they will do better for the next sprint.  The result should be used to increase productivity and remove obstacles stopping people from working.

• Chapter 7: How does our team do a good job of supporting autonomy, mastery, and purpose for each person?  Where does it fall short?

Our team does a great job allowing anyone who wants to participate in a task to do it, and allow people to choose to an extent what they want to do, which makes them more motivated to do it.  We fall short sometimes with divisions between teams such as mechanical and electrical blaming each other for things however for the most part I don't think there is much of a division there, we have fun with it.

• Chapter 8: "Prioritizing everything is prioritizing nothing."  What do you think are the five highest priority items for our FRC team?  Put them in order 1-5.

1.  Improving community (via any method, doing well with the robot, improving stem, community service, as well as growing our team since we are improving the stem field then)

2.  Preparing participants for future in Stem

3.  Having fun 

4.  Getting capital to do #1 aka sponsors

5.  Building an awesome robot

• Chapter 8: A product owner needs to be knowledgeable about the domain, empowered to make decisions, available to the team, and accountable for value.  What specifically are we looking for in a product owner for a FRC team?  Do we need more than one?

We are looking for someone who understands all the fields tasks could include to an extend and understands what is most valuable given the setting during the build season.  Someone who isn't bias towards certain ideas and looks purely for what is most valuable.  I think a small team of these people would be ideal because it lessens the chance that decisions as to what is most valuable is less likely to be bias.

• Chapter 8: The example of the security company prioritizing the lens prototype was a great example of minimizing technical risk.  What decisions should we have prioritized in recent seasons to minimize technical risk?

The type of cams we used, the type of extensions,  we could have built many different types of cams and had them all made at the same time and tested which are the best and why and be able to improve the design from there.    

• End with a summary of what you learned.

I learned how to sustain a good scrum team, via building a team that is autonomous, motivated, and striving to improve, how to prioritize choices.