Team Working Agreement
This sums up the idea of “starting with the why” – a common theme in the agile landscape. I would end up with the upper sections 1 and 2 and I would choose a team name and a watchword. For an existing team that undergoes changes such as the absorption of new members, it is normal to start with the upper sections. There is nothing more frustrating, especially for a project manager, than decompressing team members at an important meeting. While you`re happy to have pushed everyone to show you, you have to face a new battle to get the attention of participants who are glued to their devices or who are doing work that has nothing to do with the objectives of the meeting. In this context, it is necessary to build the planning stunt so that the team has a clear idea of what awaits them when. After several miscalcrations with a team I was working with, we decided to create an “There Is a Time and Place for Everything” clause. Your teamwork agreement must be made accessible and easy to maintain by all team members. It`s easy to forget something you`ve only seen once in a meeting. Find creative ways to get the most important elements of your agreement consistently in your team`s line of sight. One way to do this is to create a mural in the main work area where the instructions are displayed. Teamwork agreements are a simple practice that you can use to do wonders for building new teams and reforming existing teams. These agreements are a consolidation of guidelines defining how groups want to work together and what they ideally want, both in the workplace and each other, to promote a safe and open productivity environment.
Work agreements describe positive behaviours that are fundamental but often not automatically demonstrated in team processes. An agreement could be, for example: “We all agree to participate fully.” Agreements are the group`s instrument of power. The elements of the labour agreement should be made public throughout the team process. 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. Remember, every team is different. The clauses that work for my team might not work for you. So you come up with your own style and find out what works for your team. Once the team has voted, check all the new standards. Anything with every thumb in the air immediately becomes a new standard.
Anything neutral should be discussed further. Once the team lines up (including reformulation), it becomes the norm. Any standard containing an inch down should be discussed and decide whether it should be rejected or revised to work with the team. You obviously didn`t pay attention. For this reason, one of the two things happens: either the meeting is long, or all the PBIs are not affected in the time box. This reduces the overall productivity of the team and can lead to missed appointments, hasty work or a redistribution of time to do incomplete things. Avoid poor communication and outline acceptable behaviours for how your team wants to work together. I have heard many complaints about poor performance, missed deadlines or unreleamented goals from technology team leaders and managers who have tried to apply a cookie-cutter approach to new agile teams. It`s not working. To make it easier for your team to get in even faster, try our model! As with every frame, it`s important to adapt it to your own needs and culture. When introducing work agreements within your team, consider the most appropriate approach.
Work agreements are often used in the Agile context, but can be used by any team.