A lot has been written about how to create these simple rules (my favorite article comes from Esther Derby), so here`s the process I use when working with a new (or existing) scrum team. Other working arrangements include “Documentation for Critical Tasks” (the team projects them during planning, where applicable) and “identify dependencies” (to identify dependencies at an early stage and document on tickets, either at meetings in advance or when planning meetings). The team establishes all individual agreements in the employment contract and places them on the team wall. In the months that followed, team members began to get used to the idea of reminding their colleagues of behaviours that did not comply with the agreement. All the sprint pairs ask Steve in a retrospective: “Is this still our employment contract? Is there anything you want to change? The list will be expanded when team members find more areas where they will see benefits. After six months, they are much better able to deal with tense problems within the team, or when the external pressure on them increases. This story of self-discovery traced the journey of a team of geographically dispersed and culturally diverse people. He highlighted how they discovered hidden barriers to creating a better working environment for their team. They reached a “ha” moment that helped two distant groups get involved and work as a team. Their layout was formally integrated into the team`s culture, with a series of working agreements linking them together. The following table summarizes what I learned as a coach.
After a few rounds of proposals, if there is no consensus on a specific point, continue – you are not in a position to reach an agreement in this area at this time. Consider revisiting the issue when employment contracts are discussed next time. At the beginning of each sprint, the product owner and team conduct a sprint planning meeting to negotiate the product delay elements to be turned into working products during the sprint. Towards the end, the team divides the selected items into a first list of sprint tasks and finally commits to trying the job. After the vote, the ScrumMaster counts the votes and shares the five main agreements with the team. The team should be reminded that these are the agreements, which they have agreed to follow to be a successful team, and they should always stick to them. If a team member does not comply with one of the agreements, other team members should remind them. Team members share their suggestions and why they feel they should be part of the working agreements. Some relatively easy points. The ScrumMaster takes note of these ideas on the Board of Directors.
Table 2. Questions that the team responds to to reach a work agreement There are a few agreements that can be concluded quickly, and there are a few that are not that simple. There may be conflicts between team members if they try to reach a consensus. The ScrumMaster plays a crucial role in helping them. Team agreements make the work environment appropriate and help the team organize itself. All sprints should update the labour agreement, often through a retrospective review and a question such as: “Are these still our work agreements? What do we want to update? What are the areas that require new agreements? Kelli, our PO, said: “We were unknown and we specifically deprived the people on whom we depended so heavily on basic amenities. Once we were able to get clarity from teammates who were tooth and nail, we were able not only to be more accommodating, but also to build a certain degree of confidence. We were able to complete part of the work time to counter the movement of women and allow the use of the canteen.