Agile Working Agreement Exercises

“Does anyone think this phrase can be a candidate for a team-wide deal?” Option 2: Bring the agile manifesto or ask people to remember agile values and principles. Ask the team what values are important to them. You can discuss the values that influence productivity or positivity. I`ve heard many complaints about inerperformance, missed deadlines, or unsustained goals from tech team leaders and managers who have tried to apply a cookie cutter approach to new agile teams. It`s not working. When discussing productivity, I see a tendency to focus on details that are not so positive. You may hear excuses for low scores like, “It wasn`t our fault. The requirements were not clear; “We have bad equipment; “John broke the main track and didn`t fix it for three days because he was on sick leave. “There is no work for my experience, so I work slowly. There are a multitude of exercises that teams can perform to make these agreements more explicit. Here`s one I`ve been using lately, which I really like. At the end of the exercise, the team promised to the other how they committed to work together. Depending on the size of the team, it can take an hour to an hour and a half. This is what I called the “You can count on me” exercise. The teams I`ve done this with feel that they have benefited from the experience and say they would do it in the future for other teams they join.

Finally be creative in solving your problems and have a little fun with the agreement. After all, it`s a “social” contract. The concept of work organization has been evolving for years. It`s not just agile practitioners who have discovered that self-organized teams are very effective. A strong manager is not a prerequisite for a well-functioning team, but that doesn`t mean that self-organized teams lack leadership. There is a lot of leadership in these kinds of teams; It is only distributed among all team members and is not collected in one person. Given the friction that has taken place so far between some team members, he opts for a 1-2-4 model[3] to discuss possible agreements. This model is intended to ensure that everyone has a voice in the process: I will then say that we will now create our first version of our working agreement together. This will create a foundation on the behaviors we want to see, listing our mutual expectations and defining what we should be able to respond to each other. By establishing a working agreement, we understand what is important to us to work well together.

In this block of the Working Agreement Canvas team, the team discusses and agrees on how they intend to learn from failures and celebrate successes (for example, how and when they will think about mistakes and mistakes, how they will turn what they have learned from past failures into actions, which means the success of this team – as individuals and as a collective – and how they plan, to celebrate it, etc.) Without focusing on positivity and productivity, the team can burn completely, not deliver or both. To avoid this, productivity and positivity should evolve over time. I would encourage any scrum master and agile coach to understand these ideas and use the concepts of positivity and productivity in their work with teams. Thank you very much, I intend to use it as a guideline to facilitate a charter agreement/teamwork workshop with my Scrum teams. I like that the production is fueled exclusively by cooperation focused on positive behavior and reinforcement. .