Teamwork is such a fundamental part of the human experience that one would think we would have discovered it after 200,000 years of human evolution. Unfortunately, the secret formula of creating great agile teams still eludes us and will probably continue to do so, because teams are made up of people – and people are complex and dynamic. Under these conditions, it is necessary to build the planning scale in such a way that the team has a clear idea of what to expect and when. After witnessing several meeting accidents with a team I had worked with, we decided to create a “There is a time and a place for everything” clause. The first person I met was the release train engineer (RTE) for one of the ARTs. It was also considered to be ultimately responsible for the overall delivery in the business unit. In the first few minutes, the RTE clearly showed that the ART was fine, and it made an exception that I was sent there without coordination. She felt that she would offer any agile coaching herself, if necessary. When I listened to his lecture, I felt a lump in my throat when his words rang in my ears. All these years of coaching training have broken out before my eyes. Lyssa Adkins` voice resonated in my ears about the importance of explicitly getting permission to care for someone and coach them.

Now that I found out that no one had coordinated my presence, I didn`t seem to be getting such permission. Then an opportunity presented itself for me, and a light appeared at the end of the tunnel; When RTE found out that I was a full-time employee and that she didn`t have to pay for coaching services, she acknowledged that maybe it wouldn`t hurt if I coached art. Always reluctantly, she agreed to “allow” me to coach a team on the field that I understood I was going to follow her example. The problem with this team, she says, is that they were constantly unable to fulfill their obligations, but she didn`t have free time to work with them. The stage was finally ready. The Product Owner and the development team agree on the DOR criteria for user stories. Below are some important DOR criteria: the most important factor in developing a teamwork agreement is to identify the challenges your team faces. Test the unique challenges of collaboration for your team, and then focus on solving them specifically. Once the labour agreements are in force, they should be reviewed from time to time. Work agreements can be checked at the end of each sprint, at the retrospective meeting or at any time during the sprint as needed. As soon as team members feel they are getting good results in an agreement, they can replace them with another agreement.

If you opt for a teamwork agreement, the most important thing is to make sure your team is fully involved in the whole process. Make sure that any “itchy” or unpleasant topics will be dealt with and that the agreement will be placed in a place that is easily accessible to the team. It was a regular event in a team I was leading, and something had to be done. Keyword our “no distractions” clause. This identifies meetings as non-phone zones and states that laptops should be shut down unless the work done relates directly to this meeting. Thank you very much, I intend to use it as a guideline to facilitate a charter agreement/teamwork workshop with my Scrum teams. I like that production is driven exclusively by cooperation focused on positive behavior and reinforcement. There`s nothing more frustrating, especially for a project manager, than decoupling team members in an important meeting. While you`re thrilled to have made everyone appear, you face a new struggle to grab the attention of attendees who are glued to their devices or doing work that has nothing to do with the goals of the meeting. In the next retrospective, Steve mentions some of these topics and says he wants to talk about improving their environment.