Working agreements, also known as team standards, are guidelines developed by teams on how they should work together to create a positive productive process. Career-oriented people join companies that see themselves, perhaps they want to be part of a culture that appreciates knowledge sharing or tries to overcome one of the many problems in the world. By simply specifying how you decide to operate people, they tend to turn to what they can relate to and want them to want to be part of it. Steve begins to ask for proposed agreements in his first priority area: Daily Scrum Start Time. After any possible work agreement, it uses the Decider protocol to quickly examine the possibility of consensus. If there is no immediate consensus, the person who said „no“ to an idea suggests what they see as a better idea. If more than one person has a problem, everyone is expected to offer a better idea. If too many people say „no,“ the applicant should consider withdrawing the proposal. In the case of Steve`s team, the team has its first work agreements after 20 minutes: these software developers discuss their work agreements on Zoom and use Trello to record entries. For other readings and examples of work agreements, we recommend: these agreements are made by teams, the ScrumMaster facilitates the meeting, and they are created/verified preferably during the Sprint 0 of each version.
Mark`s note: If you spend some time with a good setup, the cynicism is reduced among the team members. Giving people categories or areas in which work agreements will help provides them with a framework. In our workshops, for example, mobile phones, laptops, break times and punctuality are categories. In the context of a team, you can use some of the above areas and maybe use the Scrum values, but ultimately the team chooses what works best for it. The main problem is that there are long meetings. Teams generally continue to show a story until all members reach consensus. This can include several rounds of poker planning, creating what seems to be an endless cycle to show, ask questions and repoint, simply to get everyone on the same page. Your wa list should be clear, so it`s easy to follow and follow. The aspects it should contain depend on the team and the most pressing issues they face when maturity levels are low, you may need to steer the team in the right direction as a moderator, but always remember that these are their agreements. Openness: When we work together, we practice expressing what we feel and what prevents us from doing so. We learn that it is good to express concerns so that they can be addressed.
In this context, it is necessary to build the planning stunt so that the team has a clear idea of what awaits them when. After several miscalcrations with a team I was working with, we decided to create an „There Is a Time and Place for Everything“ clause. Now that you have the basics, here are examples of some clauses that you could include in your teamwork agreement. Some of them are specific to agile teams. You can set the VA at the beginning of a project (Sprint 0) and check the list in retrospectives or if the team requests changes. You can also set the VA at meetings that make your job easier. Suppose you are working with a team you are not familiar with and they will allow, for example, a retrospective or training. If you get „no“ votes, ask the team member what would turn their voice into a „yes.“ Discuss what you can do together as a team, and maybe adapt to the agreement.
Your teamwork agreement must be made accessible and easy to maintain by all team members.