Working conditions are an essential part of each team`s journey towards more and more self-organization. The team members determine the working arrangements themselves. The Scrum Master may need to play the role of facilitating the meeting that is held to make work arrangements, but it is the team that decides on the agreements. The team also reviews them regularly at retrospective meetings. There are a few work arrangements specific to our team that have worked very well: “Don`t engage in unknown stories” and “Check the JIRA chart daily and set a goal for each day.” As we are a distributed team, we have a stand-up in the afternoon when the UK onshore team is in their office. The team has reached this agreement to review the board in the morning and communicate what they will be working on. It worked wonders; There`s a lot of communication in this meeting, and I can see teamwork managing the reach of the sprint. 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. It`s the story of how I was able to help a team I coached improve working relationships and work together to achieve better results. While the result of this trip was a series of work arrangements that reflect a new way of working, the story focuses on the team`s journey toward self-discovery and self-improvement.
Through this trip, the team has achieved a better understanding and respect for each other that transcends cultural and geographical boundaries. These software developers discuss how they work for Zoom and use Trello to capture input. Open the meeting by explaining to the team that you, as a group, will create a set of behavioral agreements to lead the collaboration. Ask the team: Work arrangements are a simple and powerful way to create explicit guidelines about 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. What else needs to be said? It is important to remain silent for a few moments at this point. Some of the most important and controversial aspects are only said when the group creates a space for them to stand up.
Ask the participants if they all agree on the points of the work agreement or if something needs to be changed? You can choose different moderation options here, e.B. thumb vote, fist of five, one round of voting, etc. It is crucial at this stage that everyone is on board before moving on to the next step. While there are many ways to make it easier to create work arrangements, this small workshop-style format works for many teams. Now that the team felt more comfortable with each other, they were better able to communicate and share ideas on how to improve. In the next iteration, more and more hurdles fell as confidence improved. The team met several times to suggest improvements. At that time, everyone was getting used to working together and we were all excited because we felt it was an opportunity for the team to reinvent themselves. We now needed to discuss how to change our work and communication styles, meeting times, etc.
to accommodate most, if not all, of our team. The idea of using Scrum values to facilitate ideation became our main goal. The team felt that integrating Scrum values would help them aim for high performance. I didn`t want to contradict that! Ensuring that we used focus, openness, respect, courage and commitment as generators of ideas actually helped move all subsequent meetings forward. 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?” After the brainstorming session, the Scrum Master informs the team that they need to select the five most important ideas as work arrangements based on the votes. It`s a good idea to give each team member three or five votes and ask them to vote for the board agreements they deem crucial. The working arrangements must be reviewed at the end of each sprint during the retrospective. Once team members feel that they are doing well with an agreement and there is something else that needs to be addressed/discussed and added as a working arrangement, they can replace it with another agreement by consensus. Given the previous friction between some team members, he opted for a 1-2-4 model to discuss possible agreements. This model is designed to ensure that everyone has a voice in the process: the working modalities capture a team`s common understanding of how individuals and the team as a whole want to work with each other and with their stakeholders.