There is nothing more frustrating, especially for a project manager, than decompressing team members at an important meeting. While you`re happy to have pushed everyone to show you, you have to face a new battle to get the attention of participants who are glued to their devices or who are doing work that has nothing to do with the objectives of the meeting. First, set the context for working agreements with your team. As a group, you can use whiteboards (physical or digital), adhesion notes, worksheets or flipcharts. I have heard many complaints about poor performance, missed deadlines or unreleamented goals from technology team leaders and managers who have tried to apply a cookie-cutter approach to new agile teams. It`s not working. If you opt for a team work agreement, the most important thing is to make sure that your team is fully involved in the whole process. Make sure it is addressed to all ”itchy” or uncomfortable topics and that the agreement is placed in a place that is easily accessible to the team. Each team has different nuances, and the contract should reflect that. Clarifying your team`s needs and objectives facilitates the creation of company contracts that have a positive impact.
It also ensures that everyone is on the same side, which is expected at some point when the project is being carried out. The main factor in developing a team work agreement is identifying the challenges your team faces. Introduce yourself with unique collaborative challenges for your team, then focus on solving those issues. Ask small groups to establish a possible work agreement in each area or category. Ask them to establish additional work agreements that they feel are necessary to deal with concerns or conflicts. If a footballer had the opportunity to play for the best team in the EPL (Chelsea), he would join because he appreciated the discipline, legacy, values and operating model of the team so that he could improve and improve the team. It was a regular incident in a team I was leading, and something had to be done. Cue our ”no distractions” clause.
This refers to meetings as non-phone areas and indicates that laptops must be closed unless the work done directly relates directly to this meeting. Finally, you should retrospectively attribute the effectiveness of your work agreements to improve your team`s knowledge. Work agreements help to achieve this by empowering the team for the behaviour expected of them. After working with ”Old School” teams, if you have had a problem with a team member, you should go to that person`s manager and force him to behave in good behavior on that team member; in general, they cause tension. Please! It`s far from all there is to make deals, so go ahead and find out more! And if you wish, share some knowledge in the comments ☺ In my experience as an agile consultant, however, the most productive product development teams all have one thing in common: consensus. They all felt locked up, listened to and respected and could clearly establish the link between their individual goal and the vision of the product or project. The other important aspect of the teamwork agreement is that the team maintains and uses them frequently. It is also the team-centered guide that describes how the team works and should be updated when a new case becomes relevant. Conflicts or disagreements referred to what to do and how are the typical side effects of this exercise. These differences can be healthy and, if carefully managed, they can certainly generate useful debates.
It shows how people think differently, and expands team knowledge and discernment. There is no formal or correct way to create work agreements, so Steve uses the approach I share in my workshops. As usual with a ScrumMaster, good preparation pays off. Consider d