In this block of the Teamwork Agreement, teams discuss and agree on how to learn from failures and celebrate successes (for example.B. how and when they will reflect on mistakes and mistakes, how to translate into action what they have learned from past failures, which means success for this team – as individuals and as a collective – and how they want to celebrate it etc.) Establishing a labour agreement should not be an important task. Bevan Williams offers an exercise that can be done in less than an hour. First, the scene with its and intent. Second, collect data by highlighting the most important aspects. Third, generate insights and look for patterns. Fourth, opt for clear measures. In conclusion, conclude it with a closing and take the meeting The agreement that created a team is unique to them. At least that is what we hope for.
A Scrum Master, with whom I worked, said: « Here, other teams agree. Is that what you think, if we use this? I was a little scratched to say the least. Zach Chapman explains how we can create a deal that works for everyone. He sets an example for us to respect our teammates. I know you have to remind me of that from time to time. Agile planning is an ongoing activity that requires several meetings ±. These meetings provide an overview of the progress of a project and take into account the different levels of complexity necessary for the success of the iteration. When the list of important things grew, everyone was ready to formalize them in the team`s rules as the first work agreements. While we had analyzed several ways to improve our observation of scrum values, we wanted to start slowly and only add what they all were to be there. We also agreed that our labour agreements should be a living document that has developed to reflect new knowledge. The process was simple, each person submitted two proposals that had to be considered, we voted and chose the top 10, which became the ten commandments of the team.
The brief answer to « When should my team establish an agile teamwork agreement » is now (if you don`t have one yet). However, the best time to establish these agreements is the first phase of a project, especially if it is a new team. This is the most critical at this point, because the team may have preconceived ideas about how the team will work. I found that it was also a good time for a team to conduct a healthy debate. It breaks that wall early in the life cycle of the project, so the first problem on which they do not disagree in the project is not the first time they have had to discuss among themselves. Teams must hold each other to account. People will have differences of opinion and will have to re-examine them. « In the spirit of transparency and continuous improvement, team members should reconsider employment contracts from time to time and ask, « Should they be updated? » Don`t let things go too far. Kelli, our PO, said: « We were unknown and we specifically deprived the people on whom we depended so heavily on basic amenities.
Once we were able to get clarity from teammates who were tooth and nail, we were able not only to be more accommodating, but also to build a certain degree of confidence. We were able to complete part of the work time to counter the movement of women and allow the use of the canteen. This also in the month following the meeting of the employment contract, which leads the team to show up on time. Trust needs a lot of time to build. I would say that this day is the basis of a closer working relationship that develops to very tight in the course of 8 months. I would say that the biggest success factor in the ongoing relationship with the Indian team has been to humanize it. After that meeting and over time, we began to engage on a deeper level, to generate a personal interest in them and to ask them what their weekend was like and what they were doing to celebrate the feast of X. We tried different j