Work Agreements Scrum
Work agreements are the rules/disciplines/processes that the team is ready to follow, without making themselves more effective and simplistic about the self-administered aspects of the Scrum. These agreements help the team develop a common understanding of what it means to work as a team. So many people that I have to thank for the support they have given me during this trip, I would like to thank first of all the teams who have really been up to the task through this process. If they had not, I would not have been able to understand the power of employment contracts, and it is more about know-how than building words. I would especially like to thank Kelli Derum, the PO, for the team. I attacked her a few years later, and she was always so eager to help. I particularly enjoyed the discussions we had and the time she gave him when she had just had a baby! I also really appreciated the honest feedback she shared, which I recorded with minimal treatment. Thank you especially to my wife, Deema, who encouraged me to apply. She has always been a source of strength for me and has helped me find the strength to continue if necessary! Thank you especially to my company and to my bosses who, although anonymously, are grateful to them for allowing me to share my story. Finally, and not least, I can not find the right words to thank my shepherdess Susan Burk for her precious support, her insight and above all for her flexibility. Susan has helped me several times to reinvent the approach and focus on what is most important. Thank you, shepherd, I couldn`t have done it without you! And that`s what I mean sincerely! At the end of the day, it doesn`t matter what you call.
What matters is that you have it. ME, without strong work agreements, scrum teams rarely perform at high performance, because team members rely on standard expectations of what is considered „professional behaviour in the workplace” and „manifest common sense.” If the Scrum and Agile teams want to achieve high performance (the standardization and performance levels of the Tuckman model), they must consciously create their team culture. Working agreements are a tool to help them do so. I spent the next sprint in „learning” mode to understand team dynamics and interactions. When we arrived at their next retrospective, almost two weeks later, I would have a better understanding to help me put them in place to succeed. I went to great lengths to gain the trust of the team and make them ask questions if necessary. I held one-on-one games with the SM, PO, the Supervisor of India and members of the U.S. Development Team. Given our team`s dependence on The Regard for India and the 10-hour and 30-minute time difference, I quickly learned that we only had a few hours of overlap before we separated each day.
At the end of the sprint, I compiled my last ten observations (see Table 1). You obviously didn`t pay attention.