 My name is Vijay and I'm from Hyderabad. I have been learning agile since last six years and I have recently been part of a large scale agile transformation where around 60 teams are transformed into agile. So I have contributed to around 10 teams in terms of training for two days, agile values, fundamentals, scrum framework, lean and kanban and followed by six to eight sprints of coaching for those teams. So I'm going to talk about some of the observations and challenges and anti-patterns and some suggestions, best practices based on my coaching to those teams. And what is the take away of the session? Is there any take away from a 20 minute session? Okay, there is. So if you feel some of these observations or challenges found in your teams also, feel happy because they are not unique for you. They are universal problems. Or if you are planning to transform some teams to agile, this information will be helpful for you so that it can be done little better. So how many of you agree a scrum master is a team spirit guardian? Why? Why is a team spirit guardian? He is the one guru, he is the one friend and he is the coach he takes care of the teams. So he works for the team to make his team great, high performance teams, right? Okay, so when I started working with these teams, what I understand was it was very natural that these teams are undergoing through the, what is that? Tuckman ladder, right? Forming, storming, norming, performing and adjoining. Where you have the forming stage, a lot of team members will have different skill sets, different mindsets, different religious backgrounds, right? But the observation what I had was we conducted for some of the teams a self-forming exercise where the team members come together. They form their own teams based on the guidelines that we give generally like, okay, this team needs three developers and two testers and they should have this background, domain expertise and they should have these technical skills. So those teams, the duration of forming to performing is actually less than somebody else's form the teams based on their requirements, their demands. The reason is when you let the team choose themselves to form a team, the initial buy-in and the accountability and the commitment will be more high, right? Another point I observed is if the scrum master or the coach is, he has more agile perspective and agile knowledge and...