Working Agreements Between Teams

Work agreements are one of the main elements that all good Agile teams need and use. For those of you who are not familiar with work agreements, they are nothing but agreed protocols established by the team to regulate their interactions and clarify expectations. They are different from the basic rules, which are more about compliance with the guidelines, but some of the basic rules are in line with what I call labour agreements. Here are some important things you need to keep in mind when creating your own teamwork contract. As a result, our original labour agreement did not have an important procedural and tactical definition. We have added things like JIRA hygiene and the responsibilities of project managers when they appear, but I would not again brainstorm the labor agreement as strongly in one direction. Until recently, these teams could expect a significant change in team members at the beginning of each quarter, as we encouraged engineers to explore other teams. The purpose of this practice was to disseminate knowledge throughout the organization and to allow people to agree with projects they found most interesting. Working agreements, also known as team standards, are guidelines developed by teams on how they should work together to create a positive productive process. Now that you have the basics, here are examples of some clauses that you could include in your teamwork agreement.

Some of them are specific to agile teams. Teamwork is such a fundamental part of human experience that one would think that after 200,000 years of human evolution, it would be discovered. Unfortunately, the secret formula for creating large, agile teams always eludes us, and it probably always will, because teams are made up of people – and people are complex and dynamic. Since Adam`s team was a pioneer, teamwork agreements have extended to most of our engineering teams. They were a learning opportunity for all of us and an opportunity for our team members to share their experiences and practices. 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. So far I have seen the most important value of the actual brainstorming as the labor agreement itself. My teams have learned so much about each other`s habits and values. […] groups can help overcome rough spots, the social friction that teams experience.

If you read Scrum by Example – Team Friction Inspires Working Agreements, you`ll learn to move on […] Your teamwork agreement must be made accessible and easy to maintain by all team members.

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