what_kind_of_working_agreements_should_we_set_up_for_the_team
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what_kind_of_working_agreements_should_we_set_up_for_the_team [2020/06/04 11:53] – Removed LINKBACK hans | what_kind_of_working_agreements_should_we_set_up_for_the_team [2021/01/20 08:14] – Added remote agreements. Readability. hans | ||
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====== What Kind of Working Agreements Should We Set Up for the Team? ====== | ====== What Kind of Working Agreements Should We Set Up for the Team? ====== | ||
- | ... and why should we set them up? | + | Or " |
- | Agile approaches often talk about " | + | Agile approaches often talk about " |
- | * You will have them implicitly. For example, by observing | + | * You will have them implicitly. For example, by observing |
* It is better to control the process of creating working agreements so that we produce the results we desire – “ready, aim, fire” rather than “ready, fire, aim”. | * It is better to control the process of creating working agreements so that we produce the results we desire – “ready, aim, fire” rather than “ready, fire, aim”. | ||
* By being proactive we can set ourselves up to deal with team issues in a calm way, before we find ourselves in a situation where we cannot, for example, control our emotions. | * By being proactive we can set ourselves up to deal with team issues in a calm way, before we find ourselves in a situation where we cannot, for example, control our emotions. | ||
- | * The process of creating working agreements helps develop | + | * The process of creating working agreements helps develop |
- | * By having the discussion on working agreements, it helps the team understand that this is a subject that we can and should talk about. | + | * By having the discussion on working agreements, it helps the Team understand that this is a subject that we can and should talk about. |
- | ====== Background ====== | + | Our aim is to create high-performing Teams (or groups). Working |
- | + | ||
- | Our aim is to create | + | |
- | + | ||
- | What does the science say we should focus on? From 5 Dysfunctions of a Team we learn that we want a team where team members: | + | |
- Trust one another. | - Trust one another. | ||
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- Focus on the achievement of collective results. | - Focus on the achievement of collective results. | ||
- | Building trust is the hard part. To create an environment where trust is possible you need to have transparency between | + | Building trust is the hard part. To create an environment where trust is possible you need to have transparency between |
====== What Should Be Covered? ====== | ====== What Should Be Covered? ====== | ||
- | What kind of things should be covered in your working agreements? Basically you are answering the " | + | What kind of things should be covered in your working agreements? Basically you are answering the " |
* Why are we here, what do we want to achieve together, what is our core, our strongest beliefs and our purpose? Why do we exist as a team? What core value do we all share? | * Why are we here, what do we want to achieve together, what is our core, our strongest beliefs and our purpose? Why do we exist as a team? What core value do we all share? | ||
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====== Process ====== | ====== Process ====== | ||
- | The best time to start the discussion of working agreements is early in a team's life. This is not to say it cannot be done at any time, but if you get into the habit early adjustments can be more easily done as you learn how to become more effective. For Scrum teams, an obvious place to inspect and update is during a retrospective | + | The best time to start the discussion of working agreements is early in a Team's life. This is not to say it cannot be done at any time, but if you get into the habit early adjustments can be more easily done as you learn how to become more effective. For Agile teams, an obvious place to inspect and update is during a Retrospective |
- | {{: | + | {{: |
+ | |||
+ | In addition to the agreements about time / place etc. a good starting point for discussion is to have the team brainstorm (by themselves) things: | ||
* That “bother them” or they “expect will bother them” and for which they’d like to establish an agreement, and then facilitate a discussion. | * That “bother them” or they “expect will bother them” and for which they’d like to establish an agreement, and then facilitate a discussion. | ||
- | * Working agreements or values that they have thought worked well when they were on other high performance | + | * Working agreements or values that they have thought worked well when they were on other high performance |
- | * A discussion about what the team will value. A good starting point for this discussion is the [[principles_and_values|Values and Principles]] from the various flavors of agile (Scrum, XP, Kanban, SAFe, DevOps, etc). | + | * A discussion about what the Team will value. A good starting point for this discussion is the [[principles_and_values|Values and Principles]] from the various flavors of agile (Scrum, XP, Kanban, SAFe, DevOps, etc). |
- | Sometimes the mere act of talking about a potential agreement is enough, and no documentation or enforcement is required. One team I work with had a problem early in their life in that team members would often feel they had the right to interrupt other team members any time they had an issue. This meant that team members that were "deep in thought" | + | Sometimes the mere act of talking about a potential agreement is enough, and no documentation or enforcement is required. One Team I work with had a problem early in their life in that Team members would feel they had the right to interrupt other Team members any time they had an issue. This meant that Team members that were "deep in thought" |
- | This idea leads to another concept | + | This idea leads to another concept; working agreements can be " |
====== A Couple of Notes ====== | ====== A Couple of Notes ====== | ||
- | One thing that many ask is "who is responsible for making sure agreements are met." The answer is "the people that made the agreement." | + | One thing that many ask is "who is responsible for making sure agreements are met." The answer is "the people that made the agreement." |
The idea of working agreements can be applied to any meeting, any group of people, with the aim of improving the effectiveness of the group. As said before, you will have agreements whether you are explicit about them or not, so you might as well leverage the idea to become more effective. | The idea of working agreements can be applied to any meeting, any group of people, with the aim of improving the effectiveness of the group. As said before, you will have agreements whether you are explicit about them or not, so you might as well leverage the idea to become more effective. | ||
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- Members high " | - Members high " | ||
- | By understanding these characteristics, | + | By understanding these characteristics, |
+ | |||
+ | Many people think that "We don't need to do this. After all, aren't we all adults? Aren't we all professionals?" | ||
- | Many people think that "We don't need to do this. After all, aren't we all adults? Aren't we all professionals?" | ||
====== Examples ====== | ====== Examples ====== | ||
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* Don’t interrupt or let someone finish what they have to say before you start | * Don’t interrupt or let someone finish what they have to say before you start | ||
* When working in co-located space, if you do not want to be disturbed, put this red flag on the monitor | * When working in co-located space, if you do not want to be disturbed, put this red flag on the monitor | ||
- | * It’s OK to disagree with each-other | + | * It’s OK to disagree with each-other. Debate |
* There is no such thing as a bad idea, bad question, etc. | * There is no such thing as a bad idea, bad question, etc. | ||
* Everyone has an equal voice | * Everyone has an equal voice | ||
* Everyone is expected to make an equal contribution | * Everyone is expected to make an equal contribution | ||
- | * For meetings, be on time, end on time. | + | * For meetings, be on time and end on time. |
* If we exceed the time-box ask ourselves whether additional time is required before continuing | * If we exceed the time-box ask ourselves whether additional time is required before continuing | ||
* Meetings should have an agenda | * Meetings should have an agenda | ||
- | * Our core working hours are from 9-11 and 1-4. | + | * Our core working hours are from 9-11 and 1-4 and we will schedule team meetings during core hours |
- | * We will schedule team meetings during core hours | + | |
* Be transparent – no hidden agendas | * Be transparent – no hidden agendas | ||
* We will give / receive (and act on) feedback | * We will give / receive (and act on) feedback | ||
* We make commitments as a team | * We make commitments as a team | ||
- | * We will aggressively work on blockers as a team | + | * We will aggressively work on blockers as a Team |
+ | * [[what_is_a_definition_of_ready_dor|We' | ||
* If the blocker cannot be address by the team, then the scrum master will drive it to resolution | * If the blocker cannot be address by the team, then the scrum master will drive it to resolution | ||
* When we estimate, we will go three rounds of planning poker, and then if unable to make progress we will pick high estimate | * When we estimate, we will go three rounds of planning poker, and then if unable to make progress we will pick high estimate | ||
+ | |||
+ | Some examples of working agreements when the Team is distributed: | ||
+ | |||
+ | * Turn video on if possible | ||
+ | * Remain focused on this meeting | ||
+ | * Team members should review the Team Slack (where key decisions are a made) as they start work in their timezone | ||
====== Want to Know More? ====== | ====== Want to Know More? ====== | ||
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* [[http:// | * [[http:// | ||
+ | * [[the_five_dysfunctions_of_a_team_-_patrick_lencioni|" | ||
{{tag> | {{tag> | ||
/home/hpsamios/hanssamios.com/dokuwiki/data/pages/what_kind_of_working_agreements_should_we_set_up_for_the_team.txt · Last modified: 2022/02/23 07:03 by hans