 But it so happens that this is not as effective as I had imagined because of so many constraints which you would see So this particular Experience report is just going to be about what did I do with some of my teams and I'm going to share it with you guys I'm going to quickly tell what I have done I'm just going to open it for questions if you have any questions We can just ask me those questions specific ones and then we can wrap it up. So that is going to be the agenda for the day So let's start with the first one So as the title goes to pair or not to pair So if you see one of that few challenges that most of the non-technical coaches face in their agile journey is of course We all start with scram. Of course, we all start with Kanban and so many ceremonies. So many things to talk about I'm sure most of you would have understood by now that most of the teams are very quick at getting these jargons You know, but they have become very fluent in their jargons very quickly It doesn't take them so much time to understand what a DSM means what a respect of respect of us But of course effectiveness is questionable But nevertheless most of the teams what they do is they just start with something and then they finally feel that okay They've done something and they just stop there But we also know that in the process in the process of the teams have to get to a state That's why I've used the word commendable agile fluency by which what I mean is if they have to reach a stage Where they are actually agile where they reach their back I mean go beyond their barriers and boundaries management practices alone. It's not enough. So you guys agree with me all of you All right. So the next one is if you see technical practices are definitely very important But we also know that it's the most difficult thing to implement because of some of the constraints that we have in the organization And one of the biggest constraints we have is most organizations have a lot of budget Reductions in terms of how many coaches they can actually have because when it comes to technical coaching There are a lot of hands-on experience is required by the coach and they have to practically sit with the Agilist and the team members to get it done. So this is also a challenge and what is the last challenge? I mean, this is something which I've noticed. I just feel that The practices are the most toughest thing to change just because I think the engineers are very personal about it You know unlike your management practices when you talk about a meeting when you just tell them Okay, you can change this meeting this way do this do that They just go ahead and do it but when you talk about practices, it's almost like the bread and butter It's like I mean I've always seen team members being very sentimental about it because that's the way they know coding and that's the way They know testing and anyone who comes in questions it It's like not happening because that is like challenging their status quo Which obviously means that the pain factor is also going to be more So these are the challenges that I have personally faced when I have to coach my teams So I'm sure some of you would relate to it as well So quick show of hands. Do you have the same problems or you have a different set of issues? All right, cool then some of you have the same problem. So what do you think of the metaphor? Why do you think I've chosen wine and cheese? Why do you think it's wine and cheese? They pair well. Okay. All right. So what happens if I'm gonna pair differently if I'm gonna have a different cheese