Agile Squad Working Agreement

There is no formal or correct way to create work agreements, so Steve uses the approach I share in my workshops. As usual with a ScrumMaster, good preparation pays off. Consider informing the team in advance of the agree categories/areas. A work agreement is a short series of policies developed by the team for the team that define the team`s expectations. A well-written agreement should help create and strengthen a clear and shared understanding of all team members about what they recognize as good behaviour and for good communication. It is generally referred to as a single « work agreement, » but in reality it consists of many individual agreements for each subject or subject. The brief answer to « When should my team establish an agile teamwork agreement » is now (if you don`t have one yet). However, the best time to establish these agreements is the first phase of a project, especially if it is a new team. This is the most critical at this point, because the team may have preconceived ideas about how the team will work. I found that it was also a good time for a team to conduct a healthy debate. It breaks that wall early in the life cycle of the project, so the first problem on which they do not disagree in the project is not the first time they have had to discuss among themselves. 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? » There are usually two kinds of exits from the discussion of the current labor agreement during a retro: when the labor agreement grows, when something is disputed during a team retro, it can quickly become an employee guide – a long, boring, bureaucratic document that no one actually reads or holds. This undermines the goal of creating a culture in which the team forces its own choices. In this block of the teamwork agreement, the team discusses and agrees on how to learn from failures and celebrate successes (for example.B. how and when they will think about mistakes and mistakes, how they will translate into action what they have learned from past failures, which means success for this team – as individuals and collectives – and how they want to celebrate it, etc.) The web created by Avi Schneier and the Scrum Inc. team [1] encourages the team to ask questions that go to the heart of the team dynamics, standards and policies they commit to putting on the table, through the skills they want to put on the table and the skills they want to learn from each other, to how they celebrate success and learn from failure. In this article, I will discuss how I adapted the original Avis screen to the needs of the teams I have coached, clarify the various elements of a working agreement and share with you a step-by-step guide to facilitate collaborative workshops for the development of working agreements. 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.

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.