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Work agreements describe positive behaviors that are fundamental, but often do not automatically appear in team processes. For example, an agreement could read, „We all agree to participate fully.“ Agreements are the driving force behind the Group. Elements of the work agreement must be published publicly to be easily traceable throughout the team process. Regularly review your team`s working arrangements, especially if the team or work changes or if an agreement can no longer be respected. We then took about 15 minutes to brainstorm. And people could just pull sticky notes and put whatever they wanted in any category. It was simply a carte blanche for everyone. So very calm, everyone works for themselves. Before the working agreement session, collect the issues the team is currently facing, either from a table of obstacles (see example), a retrospective, or simply known challenges. Bring them and share them during the session to inform the working modalities. The last sections, 9 and 10, are of particular importance because we want to create a culture based on value.

Scrum values are the foundation of our culture, but we need to broaden our minds to include those of our company and team. For example, honesty, while essential to Scrum`s success, is not a core value. I haven`t seen it often in corporate value statements either, but I`ve worked with a lot of teams who explicitly want to include it in their work arrangements. Many other things have also been raised. For example, meeting minutes and ways to improve our feedback process and how everyone is struggling with OKRs and what we could do to make that process a little easier. And we found out that we didn`t have each other`s phone numbers, which was interesting. One day, all of Chad`s communication fell into place and he realized that he couldn`t let anyone on the team know because he had no way to communicate with us. He didn`t know our phone numbers.

It`s not something that`s ever appeared before, but it just pointed out that it would be a good thing to have it. So I would say that even though the happy melly team was already a happy team and worked as a well-oiled remote machine team, we still found ways to align and improve when we reviewed our assumptions together. And it really showed me that whether you`re starting a new project with a new team or you`ve been working together for a long time, creating a team agreement and putting those assumptions together can really help form the glue that holds your team together. As I thought about how I could improve this workshop, I began to see many different ways in which the Lean Canvas layout was being used for different purposes. These agreements are created by teams and the Scrum Master facilitates the meeting, and they are preferably created/reviewed during Sprint 0 of each release. This piece deals with collaboration as human beings, so when ideas for documenting technical processes arise, put them in the parking lot. Steve starts asking about the agreements proposed in his first area of interest: the daily Scrum start time. After all possible working arrangements, it uses the Decision-making Protocol[2] to quickly seek consensus. If there is no immediate consensus, the person who said „no“ to an idea suggests what they think is better.

When several people have a problem, everyone is supposed 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 working arrangements after 20 minutes: here are some of the answers you might expect in the „brainstorming“ category. Note that some are too specific or process-oriented to be work arrangements. The Scrum Master is the guardian of the work arrangements, but the whole team has a responsibility to wonder when someone breaks the agreement. Since the working arrangements have been agreed by the team, this eliminates the perception of personal attacks and clashes. In the interest of transparency and continuous improvement, team members should review the work arrangements from time to time and ask, „Do you want to update them?“ Instead of starting the ICC workflow from scratch, I decided it would be easier to go through the Google document point by point of what we decided last time and take a look at everything we wrote and decide on its relevance. And I admit that it was a bit complicated to just go through the list. So I wonder if there`s a way to make this more fun. But even that showed some differences in how we use the tools, and it gave us the opportunity to clarify some assumptions, which was very interesting. So, for example, Chad, our illustrator, he [inaudible – 05:02] updates the status, and other people are very careful and really look at it every day.

This kind of thing is good to know, because if you want to tell Chad something important, you have to mark it specifically in an update, and I had done that, or use another tool where he looks closer. One of the hypotheses we encountered came from [inaudible – 05:24], which assumed that when she saw that someone`s Slack status was available, she assumed that they were online and available to answer questions. But it turns out that most team members don`t exactly keep their Slack status. For example, I am one of those people. I only opened it in my browser all day, but I turned off all notifications. So it`s open, but when I`m working on something else, I don`t know. Clarifying this assumption will save her from being frustrated in the future if she doesn`t get an immediate response from people because she knows she can`t assume they`re online. A remote campaign team reflects and votes on the working modalities they will commit to and gather feedback in Confluence. Collaboration tools should help you bring your team together and improve the way you work. But working remotely isn`t just about having the right collaboration tools. Good virtual team managers should promote team building, effective communication and group cohesion. So how can we get every team member on the same page? Download the instructions and template to create a REMOTE TEAM AGREEMENT: To help your team get started even faster, try our template! Finally, review and iterate about the effectiveness of your work arrangements to make your team`s ideas worse.

For remote teams, you first create a collaboration document, such as . B a Trello board or Confluence page. You can use a deployed template if you want or create your own. Clause 10 is what we usually associate with working arrangements. Here we summarize and list the norms and behaviors we would like to promote. We propose to write them down as individuals and then discuss them as a group, ending with the vote with the „fist of five“ to not more than ten at a time to be included in this working agreement. So team agreements. In many of the interviews I conduct with remote teams, I hear that creating a basic set of guidelines helps avoid misunderstandings. Through my workshops, I learn that very few companies have entered into team agreements. So I wanted to share a little bit about the process and experience of the Happy Melly team, which is completely distant, hoping that they highlight how to create a team agreement and what the process might look like for you.

Phil Montaro of the Anywhere office introduced me to a policy he had created for team agreements, and he called it the ICC workflow. I have certainly talked about it in the past. And it means dividing your work into three categories: information, communication, and collaboration. Specifically, you`d ask the team what kind of information you need for the projects you`re working on, what kind of communication you use to get your work done, and how you know what everyone else is doing. Work arrangements are a simple and powerful way to create explicit guidelines on the type of work culture you want for your team. They remind everyone how to engage in respectful behavior and communication. In this article, we`ll help you understand why these agreements are useful and how you can help your team create their own. So it`s been about four months since we created these team agreements. And in the meantime, we`ve hired a few new people to form a team. When I led the new team members to the team agreement, it was pretty obvious that a number of things were outdated. And given that we had just hired new people, I thought it was a good opportunity to review the team`s agreement to see if we were all still on the same page.

Well, I didn`t do it right after we hired the new people. But instead, I waited about a month and after the last person was hired before we looked at the team`s agreement. And I thought it would be a good idea because it gives them a chance to settle in and see who`s who and learn how things work. And I think that gives them a better perspective to give their opinion during the review process. So I found it helpful. Of course, we tried to set a date that anyone can do, but it turns out that with nine people and a pretty large choice in the time zone, it just wasn`t possible. So we chose the ones who were there, we recorded the meeting and the people who couldn`t do it then had the opportunity to watch the meeting and give their opinion on the latest version of the team agreement. For more documentation and examples of work arrangements, we recommend: Work arrangements have quickly become an essential part of modern and successful teams. .


Working Agreements Template

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