A statement describing the reason that the team was created.
The YaST team was created to develop and maintain YaST2, the installation and configuration tool of openSUSE and the SUSE Linux Enterprise distributions.
High-level measurable goals the team is formed to meet.
The team is successful if YaST2 is released and maintained within openSUSE and SUSE Linux Enterprise with the features agreed upon between product management and the team lead, in good quality and on-time. It is the responsibility of all team members to make the team succeed. The team lead is responsible for evaluating the success of the team at least once per year.
What roles are defined in the team, skills that team members should have.
(This does not fit exactly here, but kind of)
The YaST team does not use the SCRUM process framework but has acquired several aspects of it. Most notable are the product owners, product backlogs, sprints and meetings (daily stand-up, planning, review and retrospective). Mentionable aspects the team does not do is measurement of velocity, definition of ready and done.
What this team should be focused on and anything that is out of bounds.
YaST2 includes some sub components like libyui, libstorage-ng, hwinfo and linuxrc. Over the time snapper joined the team portfolio of software projects.
On the other hand some YaST2 modules are not developed or maintained by the YaST team.
In scope of the teams responsibility are research for new features or bugs, the actual coding, unit and manual integration tests, documentation of code, configuration files and interfaces.
Out of scope are automated integration tests and end user documentation, although supporting other teams therein is. Upstream work on projects not in the YaST team portfolio is usually out of scope.
The people to whom the team is accountable and those impacted by the work.
How the team will make decisions (consensus, majority, or the leader decides).
In software development making decisions is pervasive and often finding consensus is difficult. In the YaST team the product owners have the last word but each team member is empowered to influence the decisions, e.g. by making suggestions or providing detailed facts after suitable research.
How we interact, make decisions, resolve conflicts.
The means and the frequency in which the team will communicate (and how).
The YaST team members communicate with one another and external stakeholders through various means. Since the YaST team is a distributed team most communication is in electronic form, mainly email, video meeting and IRC. Where possible the team uses open communication channels, e.g. public email lists and IRC. The team only uses communication channels available to all team members.