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). It was a regular incident in a team I was leading, and something had to be done. Cue our “no distractions” clause. This refers to meetings as non-phone areas and indicates that laptops must be closed unless the work done directly relates directly to this meeting. As I wanted to do SM to facilitate the process, I coached her to create a list of questions for each value, to generate a discussion and to help teams decide on all the “rules” we should create to ensure that everyone respects 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. In this regard, the SM was able to summarize what was most appreciated by the collective team (see Table 2). However, in my experience as an agile consultant, the most productive product development teams have one thing in common: consensus. They all felt locked up, listened to and respected and could clearly establish the link between their individual goal and the vision of the product or project. Phil Montaro, of The Anywhere Office, has introduced a policy for a team agreement called ICC Workflow. This process divides work into three categories: information, communication and cooperation.
The idea is for the team to define the information they need for the projects they are working on, the communication protocols needed for their work, and the tools they need to let each team know what the other is working on. Your teamwork agreement must be made accessible and easy to maintain by all team members. It`s easy to forget something you`ve only seen once in a meeting. Find creative ways to get the most important elements of your agreement consistently in your team`s line of sight. One way to do this is to create a mural in the main work area where the instructions are displayed. In fact, outsiders are prevented from interfering with participants unless strictly necessary. This helps to ensure that participants are present in both the head and body and promotes team engagement. 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. Save often and keep in mind that agreements can always be renegotiated, especially when new members join or situations change. Each new team has a strong dynamic, with individuals preferring a certain mix of behaviors and practices. Respect your uniqueness! These five agreements should be delivered in the team`s common space. This also allowed the team to develop a consistent rhythm for these encounters and helped them develop “muscle memory” in order to better plan the box in time to come. 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.