Working Agreement Scrum

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 suggest writing them down as individuals and then discussing them as a group, which ends with the “fist of five” to include no more than ten at a time in this working arrangement. Team agreements can be defined and agreed in a meeting moderated by the Scrum Master. The different steps that can be performed during this meeting are: prepare, reflect, sort, categorize, accept and refine. I hope this conversation will help you and your team empathize with each other, reduce stress, review and adapt your ways of working, and be more successful, whether you use Scrum or not. The Agile team consisted of eleven employees spread across both locally in Texas and remotely in Mumbai, India. Members of the local Texas team included both the SM and PO, as well as two engineers: a CTO and a senior developer. They worked from home three days a week, but were at our head office for at least two days.

The DM and PO were almost always present in the office. The Team from India consisted of seven engineers, one of whom was the supervisor and indeed our team leader from India. The other members of the Indian team played various other roles in the development of our solution. The team was nearing the end of its current sprint and would hold its team retrospectively the next day. Fortunately, the timing worked. I was invited to attend the retrospective and meet the entire team “Updates to the Scrum Guide: The 5 Scrum Values Take Center Stage” To be able to use the empirical theory of process control, three types of activities are necessary: transparency, inspection and adaptation. I believe that a facilitated remote team agreement can help a Scrum team – or any other team – be transparent about their work, review their functions, adapt and make changes where they are needed. According to PO, “When Alex tried to break through the lead barrier as a spokesperson for the team and give everyone a voice, we realized that the AHA moment of the session was how limited those who work for consulting services are at the expense of upsetting the client. Given the friction between some team members so far, he opts for a 1-2-4 model[3] to discuss possible agreements.

This template is designed to make sure everyone has a voice in the process: since I wanted sm to facilitate the process, I coached them to create a list of questions for each value, to generate a discussion, and to help teams decide what “rules” we should create to make sure everyone adheres to that value. We didn`t care where the answers were placed as long as they were captured. .

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