These agreements have spared me a lot of grief, so I`ve given some tips below on how to create one that works for your agile team. In addition, I added three examples of clauses that I used for my teams that you could use. The working arrangements must be reviewed at the end of each sprint during the retrospective. Once team members feel that they are doing well with an agreement and there is something else that needs to be addressed/discussed and added as a working arrangement, they can replace it with another agreement by consensus. The short answer to the question “When should my team create an agile teamwork agreement?” is now (if you don`t already have one). However, the best time to create these agreements is at the very beginning of a project, especially if it is a new team. This is most important at this point, as the team may have preconceived ideas about how the team will work. I found that it is also the right time for a team to have a healthy debate. This destroys this wall at the beginning of the project lifecycle, so the first topic they disagree on in the project is not the first time they have to discuss with each other. On the other hand, I saw teams hanging by a thread and barely achieving their goals, if at all, because team members couldn`t see how they fit into the bigger picture and just weren`t invested. Fortunately, there is a way to solve this problem: the teamwork agreement. A remote campaign team reflects and votes on the working modalities they will commit to and gather feedback in Confluence.
The Scrum Master opens the meeting by explaining to the team what a work arrangement is (as mentioned above) and then sharing some examples of work arrangements to give them a fair idea. For example, “I will regularly update the status on the Scrum board.” “Be on time for stand-up.” And so on – this could be anything the team considers crucial to its success or improvement. The Scrum Master then suggests that the team think about the essential points for their improvement and asks them to share the points that they think should become work arrangements. After the vote, the ScrumMaster counts the votes and shares the five most important agreements with the team. It is worth reminding the team that these are the agreements they have agreed to follow in order to be a successful team, and that they must always stick to them. If a team member does not abide by one of the agreements, the other team members must remind them. Here are some of the answers you might expect in the brainstorming category. Note that some are too specific or process-oriented to be work arrangements. An agile teamwork agreement is essentially a document that lists a team`s standards with statements such as “We value asynchronous long communication over short, unclear messages.” These documents are a way to make implicit agreements and make them explicit so that the team can stay aligned throughout the duration of a project. This can be a particularly useful tool when a new team is coming together and standardizing.
I hope you found this overview of agile teamwork agreements useful. If you have any questions, comments or even arguments against that, I would like to hear them. Publish your work arrangements in an area visible to the entire team, e.B. Confluence. If you used sticky notes, translate the final work arrangements into a document and publish it. Go through and vote to maintain or modify existing agreements. Next, ask team members to reflect, suggest, and vote on adding additional agreements. These five agreements must be posted in the common space of the team. Team members share their suggestions and why they think this should be part of the working arrangements. Some points could be relatively simple.
The Scrum Master takes note of these ideas on the board. Every few sprints, the work agreement should be updated, often by revising it retrospectively and asking a question such as: “Is this still our working modalities? What do we want to update? Which areas need new agreements? Teamwork agreements are a simple practice that you can use to do wonders to build new teams as well as reform existing ones. These agreements are a consolidation of policies that define how groups want to work together and what they ideally want both in the work environment and from each other to foster a safe and open environment for productivity. Your teamwork agreement must be easily accessible and maintainable for all team members. It`s easy to forget something you`ve only seen once in a meeting. Find creative ways to consistently incorporate the key points of your agreement into your team`s focus. One way to do this is to create some kind of mural in the main workspace where the instructions will be displayed. There are many different articles online on the “right” way to create an agile teamwork agreement, but I think it`s best to develop a creative process that works well for your team and culture.
Earlier this month, I chaired a session that worked very well for this team, but that doesn`t mean this path would work for everyone. However, you should be able to adopt the principles of this post and apply them to your team. .