Working Agreement Scrum Team

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. Once the employment contracts are in place, they should be reviewed from time to time. Employment contracts can be checked at the end of each sprint, during the retrospective or at any time during the sprint, as required. Once the team members feel that they are doing well with an agreement, they can replace it with another agreement. The Daily Scrum usually takes place at the beginning of the day. For a distributed team, it is necessary to obtain a team agreement for the daily scrum time, which is suitable for all team members. The team should agree on the techniques used for the estimate. Expert assessment, analogy and disintegration are some of the techniques used. Each of these techniques can be used for itself, but they must be combined for the best results. The best way to enjoy agile teams is to play Planning Poker.

Planning Poker combines expert assessment, analogy and disintegration into a pleasant approach to estimating that quick but reliable estimates are underway. These five agreements should be delivered in the team`s common space. Are time zones important in our context? Do we understand the times when we can work without problems with our teammates or stakeholders in other time zones? (See WorldTimeBuddy below, with thanks to Pieter V) At the end of the day, it doesn`t matter what you call. What matters is that you have it. ME, without strong work agreements, scrum teams rarely perform at high performance, because team members rely on standard expectations of what is considered “professional behaviour in the workplace” and “manifest common sense.” If the Scrum and Agile teams want to achieve high performance (the standardization and performance levels of the Tuckman model), they must consciously create their team culture. Working agreements are a tool to help them do so. There are a number of common agreements that are unspoken, but which the team should review from time to time. The team should be assured of maintaining the minimum work in progress, focusing on sprint delay and not other unrelated elements, and following and practicing agile values and principles. Divide groups of more than five people into subgroups.

In my experience, it is easier to reach an agreement on small groups first and then put them back together. The refinement of the backlog is a joint effort involving the Moderator (ScrumMaster), the management team representative (product owner) and the development team. We have decided that our various meetings take place x days x times. It continued to cement the exact location where these meetings would be held and who was to be there. Now the team, as well as the larger organization, knows where we will be and when, which will not lead to such a situation. ScrumMaster and the team should agree on a process to communicate and monitor obstacles, escalations and risks. 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[2] 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, after 20 minutes, the team has the first work agreements: ask the team what status tags are valuable to them.

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