For remote teams, we`ve used FunRetros with great success (the Merge feature for grouping and coordination is really useful), if you want a more “traditional” feeling, we`ve also played with the web whiteboard (the look and feel of the grip notes is pretty fun). Other work agreements are: “Documentation for critical tasks” (the team can schedule them as a partial task during planning) and “identify dependencies” (to identify dependencies at an early stage and document them on tickets, either in look-Ahead meetings or in planning meetings). To be able to use the empirical theory of process control, three types of activities are necessary: transparency, inspection and adaptation. I think a facilitated remote team agreement can help a scrum team – or any other team – be transparent about their work, check how they`re doing, adapt, and make changes where they`re needed. Planning for Agile is an ongoing activity that requires multiple meetings±. These meetings provide an overview of the progress of a project and take into account the different degrees of complexity required for the success of the iteration. 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. Describe the purpose of the exercise.
I gladly use the following introduction and description of what a work agreement is and how it can benefit a team: the most important factor in developing a teamwork agreement is to identify the challenges your team is facing. Test the unique challenges of collaboration for your team, and then focus on solving them specifically. In the next iteration, I thought a lot about how I could have turned the tide in the previous retrospective to improve confidence. I remembered the five dysfunctions of a Patrick Lencioni team and how that team reported almost all the dysfunctions, from lack of confidence and fear of conflict to inattention to results and lack of commitment. Lencioni says, “To trust is to know that when a team member pushes you, they do it because they take care of the team.” I needed all the team members who felt they could trust and hold each other to account to make their contributions important. What I should have done was acknowledge their hard work and create a psychologically safe environment before sharing my observations. So I thought I was going to try an experiment to improve safety in the team and overcome barriers. I told the team that they should be willing to share something personal with the whole group at our next retrospective. Everyone had two minutes to share stories of family, pictures, recipes, songs and, basically, everything, as long as it wasn`t work-related! Here`s what the PO observed in his own words: “Before the coaching session, our team experienced challenges and malfunctions…