Once we were all done, we took the opportunity to talk about each sticky team note. And the things we agreed on were placed in a Google Doc. At first, I remember it was a relatively painless process. There have not really been any major disagreements about anything for which we have just established the ground rules. What are the expected reaction times? And how are we going to give each other feedback? And what tools would we communicate with? So just a set of fundamental rules. And the idea was that we would evaluate them regularly. Visit your team`s work agreements regularly, especially if the team or work changes or if an agreement can no longer be respected. Our general approach to confusion was to enlighten you. However, the solution was not to create a mandatory playbook. Instead, we implemented written teamwork agreements that covered work methods such as agile taste, recurrent meetings, overlapping working time, history writing and prioritization tasks, work within process boundaries, coding/test/provision of responsibilities, etc. Whenever a new team was assembled, they had to discuss the document and agree on the points.
The document was kept in a public place and the team was invited to visit it regularly, especially if the retros showed signs of load. 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? » To make it easier for your team to get in even faster, try our model! Faced with friction between some members of the team, he opted for a 1-2-4 model to discuss possible agreements. This model must ensure that everyone has a voice in this process: as in any context, it is important to adapt it to your own needs and cultures. When introducing work agreements within your team, consider the most appropriate approach. To keep the debate on track, use facilitation techniques such as fist of five to reach consensus on all labour agreements. A remote campaign team brainstorms and votes on the work agreements to which they engage and register the entries in Confluence.
In this game, it`s about working together as human beings, when ideas for documenting technical processes appear, they put them in the parking lot. For other readings and examples of working agreements, we recommend that it be important to keep agreements at a high level and to focus on values, not specifics. For example: « Be at the sitting from 8 a.m. to 8 a.m., » can be converted to « Spot for Assemblies. » Add proposals to the car park that are too specific or not related to employment contracts. We (it was a group work) created two models. One was for « production projects » where we built and used a real product, and the other for super-start phase projects where we tested an idea. The requirements of the process are different in these contexts. Ask participants to come to an agreement that leads to successful team collaboration and use their thoughts as a guide.
Have all your ideas added to the digital document or whiteboard in the brainstorming area. If you have a small team (4 people or less), each person has two chords written.