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Working Agreements In Agile

The most important factor in developing a teamwork agreement is to identify the challenges your team faces. Face the unique challenges of collaboration for your team, and then focus on solving them specifically. Finally, review and iterate on the effectiveness of your work arrangements to improve your team`s knowledge. Work arrangements can help align a team with expectations. It`s the journey of a culturally diverse and distributed team that has learned to uncover hidden obstacles to create a better work environment for themselves. Through self-discovery, they reached an “aha” moment that helped them align and collaborate, and developed work arrangements that connected them. However, in my experience as an agile consultant, the most productive product development teams all have one thing in common: consensus. They all felt included, heard and respected and were able to clearly establish the link between their individual goal and the vision of the product or project. Most agile transformations start with training. They discuss how the teams are formed and some methodological details.

For example, I took a Scrum training. We discussed how and what to do so that a team can create its own agile work arrangement. Teamwork agreements are designed to describe how team members work together to create a positive and productive process. The only way to do this is for each team member to add their two cents to create these strategies. The opinions of all members are important, and inclusivity is the glue that holds the agreement together. Let`s start with the definition: work arrangements are standards or guidelines created by a team to improve their interactions in order to achieve better performance and create a common language. Concretely, these agreements define the expectations of the group, establish paths of cooperation and create the kind of atmosphere necessary for empathetic and psychologically safe work. I had never been a big fan of work arrangements.

Of course, I knew what they were, I knew what they had to do, I had even integrated a version or two into some of the Agile courses I had taught, but I never understood how powerful the process of developing these can be! In summary, work arrangements can be powerful when used correctly. If they are created with little or no intention, they will not help the group work better together. Be sure to review your work agreement frequently and keep it up to date. First, set the context for working arrangements with your team. As a group, you can use whiteboards (physical or numeric), sticky notes, spreadsheets, or flip charts. Look often and remember that agreements can always be renegotiated, especially when new members join or situations change. Each new team has a distinct dynamic, with individuals who prefer a certain mix of behaviors and practices. Respect your uniqueness! Working conditions have quickly become an essential part of modern and successful teams. You may have heard the term being launched, especially when new teams are forming, but is it worth discussing with your own team? Instead, you should talk about these issues as a proactive and self-organized team and use the agreement as an action plan to overcome them. If your team has been working together for some time, you`ve identified some of the main issues or concerns that need to be addressed in your agreement. The team compiles all the individual agreements into the work agreement and displays them on the wall of the team room. In the months that follow, team members slowly get used to reminding their colleagues of behaviors that don`t respect the agreement.

Every few sprints, Steve asks in a retrospective: “Is this still our working arrangement? Is there anything you want to change? The list evolves as team members find other areas where they see benefits. After six months, they are much more able to cope with tense problems within the team or when external pressure increases on them. .