For Scrum teams, Scrum events may have additional significance and relevance in these distributed times. The Daily Scrum is an early day interaction point, a way to agree on expectations for the day ahead. Sprint Planning is a similar way to setting expectations, albeit with a larger work queue. Sprint`s reviews are opportunities for stakeholder feedback and Sprint`s retrospectives are a way to inspect and adapt the way we work. This could include remote team agreements. Working agreements are the perfect opportunity to address sensitive issues such as conflict and disagreement management, as well as meeting plans, provision and low engagement. These problems cannot be swept under the carpet in the hope that they will disappear. If you opt for a team work agreement, the most important thing is to make sure that your team is fully involved in the whole process. Make sure it is addressed to all “itchy” or uncomfortable topics and that the agreement is placed in a place that is easily accessible to the team. 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. Team members share their suggestions and why they feel they should be part of the working agreements. Some relatively easy points. The ScrumMaster takes note of these ideas on the Board of Directors. […] groups can help overcome rough spots, the social friction that teams experience. If you read Scrum by Example – Team Friction Inspires Working Agreements, you`ll learn to move on […] Table 2. Questions that the team responded to to reach a working agreement, Steve begins to ask for proposals for 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: the ScrumMaster begins the meeting by explaining to the team what a work agreement is (as mentioned above) and then sharing some examples of work agreements to give them a fair idea.