There is no formal or correct way to create work agreements, so Steve uses the approach I share in my workshops. As usual with a ScrumMaster, good preparation pays off. Consider informing the team in advance of the agree categories/areas. Your wa list should be clear, so it`s easy to follow and follow. The aspects it should contain depend on the team and the most pressing issues they face when maturity levels are low, you may need to steer the team in the right direction as a moderator, but always remember that these are their agreements. Working agreements, also known as team standards, are guidelines developed by teams on how they should work together to create a positive productive process. Every time you get to the point where they have size, it`s an endless cycle of repetition; You either have to call the members and tell them that you are waiting for their size, or they call „pause” because they don`t understand what the PBI needs, and then ask a question that has already been answered. After a few rounds of proposals, if there is no consensus on a specific point, continue – you are not in a position to reach an agreement in this area at this time. Consider revisiting the issue when employment contracts are discussed next time. 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.
On the other hand, I saw teams hanging on a wire and barely hitting their targets, because the team members couldn`t see them attacking the whole thing and not being invested. Fortunately, there is one way to solve this problem: the teamwork agreement. The most important element of creating a work agreement is that it must be implemented by the whole team. If you`re a decision maker or influencer on your team, it`s easy to do. Otherwise, you will have to convince your teammates of the benefits of making one. Faced with friction between some members of the team, he opted for a 1-2-4 model to discuss possible agreements. This model aims to ensure that everyone has a voice in this process: make sure that the rules of the labor agreement are not dictated by the higher administration – only your team really knows what it needs, so outside influence must be kept out. First, set the context for working agreements with your team. As a group, you can use whiteboards (physical or digital), adhesion notes, worksheets or flipcharts.
Keep in mind that your team agreement is only the first of many processes that development teams need to implement to be effective. It defines the rules of the game and creates a common behavioural language. Finding common ground creates the foundations on which future processes can be built.