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Agile Team Working Agreements


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Agile Team Working agreements, also known as team norms, are guidelines developed by the teams as to how they must work together to create a positive, productive process.

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Agile Team Working Agreements

  1. 1. www. payton-consulting. com AGILE TEAM WORKINGS AGREEMENT HOW - TO - GUIDE Working agreements, also known as team norms, are uidelines developed by the teams as to ow they must work together to create a positive. productive process. Working agreements describe ositive behavior: that although basic. ol en are not automatically demonstrated in team processes. For example, an agreement A might be "We all a ree to participate Tully" Agreements are t e group’: power tool. Elements ot the working agreement should be posted [written out on a chart or board, I I or giving in a hand-out] Tor easy relerence -_ _- throu hout the team process. They ma be "1 set upTront to establish a ONE team cut one, and something to reler back when things get rocky within the team. 1 ‘Q I L-—-—--—-1 IIOWWORKING AGREEMENTS I-IELP r----II----' I | Developai . of shared I responsibility Increase members’ ~ . - ol their own behavior. 1 I I I . l -- 4- -= ~« : the Facilitator to lead the group according to the agreements. 2 -A 2 the quality olthe group process. 1 I I I 4 These agreementsare created by r — — — — — — — — teams and the . TcrumMastor I Facilitates the meeting, and they are preferably , created/ reviewed ' during the Sprint 0 ol every release. ' Agreements Work Well When I mjjjj-T‘ They are important to the team. They are Tully sup orted by each mem er. The members are reminded ol agreements during process checks The members are reminded ol agreements when they are broken. MEWNG RETl? E)Gl I Don't interrupt; let people Iinish what - 1 they're saying. It’: , Be ‘ end on veryongihasle upl Dy‘ [0 dmgree Mm ‘ * -I ‘ ‘CV6 an xvoice an Va 00 e I each other. No ' ‘ ' ’ ‘ I ' ' personal attacks. attack issues. we f: -:: ::: :“: “ BE TRANSPARENT COMMHMENU AS A TEAM Solve - . within the team. II the impediment 0 hidden agendas. " We will give “ '~. ='«: ~', VeVIll yegeivg . j. . . .4 . _' Can! b0 IOlVOd . and we will act on “thin the team work as a A ~ -- to ', ,- . . ‘ QIVO It L0 "10 ‘STUNT ‘ . qke Q gommilment m°1t°| '- I and deliver on it. It is better to help . - at an ovisting story “~» » ~"thanto l start another story that can't be finished in the current spnnt. HOW TO RESPOND WHEN WORKING AGREEMENTS ARE BROKEN The TcrumMastcr is the custodian ol the working a reemcnts, but the whole team has the responsibility to uestion when someone is breaking the agreemen Since the workin agreements were a reed upon by c team, it removes the perception oi personal attacks and conlron ation. In the spirit of ransparency and continuous improvement team members should revisit the working agreements Trom time to time and ask, "Thould these be updated? " Should these be updated? www. payton-consulting. com