In summary, work agreements can be powerful if properly enforced. If they are created with little or no intention, they do not help the group to cooperate better. Be sure to check and update your employment contract frequently. Your team may be getting into ideas, but informal contact may not be the worst idea right now. How to take a coffee break in a virtual environment? Or maybe a remote lunch? After a few rounds of proposals, if there is no consensus on a particular point, go on – they cannot reach agreement in this area at the moment. Consider reviewing the article the next time working agreements are reviewed. Work agreements are the rules/disciplines/processes that the team commits to committing to without error, in order to make themselves more efficient and become the self-administered aspect of Scrum. These agreements help the team develop a common understanding of what it means to work as a team. Do we need different channels for different experts on the team? The answers to these questions will help your team decide on the next steps. The Scrum Master is the custodian of the work agreements, but the whole team has a responsibility to question whether someone is violating the agreement.
As the working agreements were agreed by the team, the perception of attacks and personal confrontations was removed. For the sake of transparency and continuous improvement, team members should review work agreements from time to time and ask, "Should they be updated?" These agreements are created by teams and the Scrum Master facilitates the meeting, and they are preferably created/verified during the Sprint 0 of each release. Creating a work agreement is not necessarily a big task. Bevan Williams offers an exercise that can be done in less than an hour. First, set the scene with tone and intent. Second, collect data with a focus on key aspects. Third, generate knowledge and look for models. Fourth, decide to act clearly. To take advantage of the empirical theory of process management, three types of activities are needed: transparency, inspection and adaptation. I think a facilitated remote team agreement can help a scrum team – or any other team – be transparent about their work, check how they`re doing, adapt, and make changes where they`re needed.
The discussion of a remote team agreement has gained in importance now that all families work together from home. This is a new category of remote work and requires a little more empathy than we would have had in 2017. Given the friction that has taken place so far between some team members, he opts for a 1-2-4 model to discuss possible agreements. This template is designed to ensure that everyone has a voice in the process: the elements and resources of this team are a guide, but they are only part of the conversation. . . .