This agreement can be reviewed during a team`s sprint retrospective and modified if necessary. In particular, if one team has passed one of the Section 11 agreements, it can be withdrawn and another can be selected for it. I hope you find this useful and feel free to give all the comments to do better. As with every frame, it`s important to adapt it to your own needs and culture. When introducing work agreements within your team, consider the most appropriate approach. Work agreements describe positive behaviours that are fundamental but often not automatically demonstrated in team processes. An agreement could be, for example: “We all agree to participate fully.” Agreements are the group`s instrument of power. The elements of the labour agreement should be made public throughout the team process. To use empirical theory of process control, three types of activities are required: transparency, inspection and adaptation. I think a facilitated remote team deal can help a Scrum team – or another team – be transparent about their work, check how to adapt and make changes where they are needed. 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. The last sections, 9-10, are particularly important because we want to create a values-based culture.
Scrum values anchor our culture, but we need to broaden our minds to include those of our company and our team. Honesty, for example, is essential to Scrum`s success, but it is not a fundamental value. I have not seen it often in the company`s valuables, but I have worked with many teams who want to explicitly include it in their employment contracts. Work agreements are often used in the Agile context, but can be used by any team. Through the work agreement process, teams are given an increased awareness of the interaction between individuals. First, set the context for working agreements with your team. As a group, you can use whiteboards (physical or digital), adhesion notes, worksheets or flipcharts. 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). Whether you work in a scrum team or not, an easy conversation, in which we recognize the new normality of our broader context and the impact it has had on the way we work, shows empathy. We are not in the same context as in 2017. An easy remote team agreement is valuable for a scrum team or team in this area.
We can rethink the rules and recognize new charges and loads. For children at home, a little flexibility might help with work schedules. Even the recognition of the existence of the new stress may suffice. I hope this conversation will help you and your team empathize with each other, reduce stress, inspect and adapt the way you work, and succeed, whether you use Scrum or not. The ScrumMaster is the custodian of employment contracts, but the whole team has a responsibility to question if someone breaks the agreement. As the work agreements have been agreed by the team, the perception of personal attacks and confrontations is eliminated. In the spirit of transparency and continuous improvement, team members should review employment contracts from time to time and ask, “Should they be updated?” At the beginning, you encourage discussion within the team and allow everyone to propose, agree and reject any agreement.