Working Agreements Agile Teams

First, set the context for working arrangements with your team. As a group, you can use whiteboards (physical or numeric), sticky notes, spreadsheets, or flip charts. Since I wanted SM to make the process easier, I coached them to create a list of questions for each value to generate a discussion and help the teams decide on any “rules” we should create to make sure everyone adheres to that value. We didn`t care where the answers were placed as long as they were captured. The SM asked the questions and collected the answers while the team voted on the points to be formalized in a working agreement. This allowed the SM to summarize what was most appreciated by the collective team (see Table 2). On the other hand, I`ve seen teams hanging by a thread and barely or not achieving their goals because team members couldn`t see how they fit into the overview and just weren`t invested. Fortunately, there is a way to solve this problem: the teamwork agreement. Here are the most important things to keep in mind when creating your own teamwork agreement. The good old approach to management is usually command and control, where a team is instructed by a manager how to behave and behave. The disadvantages of this approach are that it is not flexible in different situations where teams are remote, on business trips or remotely.

Teamwork is such a fundamental part of the human experience that one would think we have understood it after 200,000 years of human evolution. Unfortunately, the secret formula for building large agile teams still eludes us and will probably always elude us, because teams are made up of people – and people are complex and dynamic. When choosing a teamwork agreement, the most important thing is to make sure your team is fully involved in the entire process. Make sure that any “itchy” or unpleasant topics are dealt with and that the agreement is placed in a place that is easily accessible to the team. As the list of important people grew, everyone was ready to formalize them as the first working arrangements in team rules. While we analyzed several ways to improve our observation of Scrum values, we wanted to start slowly and add only what everyone had agreed to be there. We have also agreed to make our working arrangements a living document that has evolved to reflect new ideas. The process was simple, each person submitted two proposals to consider, we voted and selected the top 10, these became the ten offers of the team. However, in my experience as an agile consultant, the most productive product development teams all have one thing in common: consensus. They all felt included, heard and respected and were able to clearly establish the link between their individual goal and the vision of the product or project. In the next retrospective, Steve mentions some of these topics and says he wants to talk about improving their environment. Tonia shares that she knows that another of her peer teams has created her own work agreement to reduce some friction and improve respect.

The most important factor in developing a teamwork agreement is to identify the challenges your team faces. Face the unique challenges of collaboration for your team, and then focus on solving them specifically. So what`s a good example of a retro working arrangement in progress? For more reading and examples of work arrangements, we recommend: The team compiles all the individual agreements into the work agreement and displays them on the wall of the team room. In the months that follow, team members slowly get used to reminding their colleagues of behaviors that don`t respect the agreement. Every few sprints, Steve asks in a retrospective: “Is this still our working arrangement? Is there anything you want to change? The list evolves as team members find more areas where they see benefits. .