We talk a lot about how assumptions in the economy can kill you. But assumptions about a team can do the same. One of the best ways to preserve a transparent and poor culture is to keep as visible and explicit as possible. This applies not only to strategy, vision and values, but also to working methods. During this meeting, you guide the group through a series of questions that examine everyone`s preferences and expectations. Then you work together to establish your team agreement. If you have a small team (4 people or less), each person has two chords written. With a number of three, each team member holds the fist and displays a number of 0 (bad) to 5 (awesome). Ask each person who shows a 0 to 3 what can be improved to get it to a 4 or 5. Use this feedback for future discussions/retrospectives or discussions on labour agreements.
To keep the debate on track, use facilitation techniques such as fist of five to reach consensus on all labour agreements. As a team, create a list of expectations for each other so you can work together successfully and avoid misunderstandings. This meeting agenda model helps remote teams create a “working team agreement.” It is a living document that defines expectations and agreements on how a remote team will work together. Together, you develop basic guidelines for cooperation to avoid costly misunderstandings. 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 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: we (it was a group effort) 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.
If I charter a new team, I would suggest starting with Exhibits 3, 4 and 5: team mission, roles and responsibilities, and metrics. This agreement can be reviewed during a team`s sprint retrospective and modified if necessary. In particular, if one team has passed one of the Section 11 agreements, it can be withdrawn and another can be selected for it. I hope you find this useful and feel free to give all the comments to do better. For each group, make sure there are clear actions for each item. Yes, for example. B, a group of elements connects to how we handle external team requests or unforeseen problems, it is useful, as a team, to agree on how we will respond to them. We can do actions such as “Must be discussed with PO,” “Must be prepared according to our story format with the definition of Ready” and “PO will update the external part with expected delivery based on team capacity and discussion.” We can avoid some fundamental misunderstandings by establishing a team agreement: a set of fundamental expectations for cooperation.