Each rule for each area that you need to define with the agreement is placed on a sheet of paper and displayed in the shared workspace. If the team is working remotely, it must be digitally accessible to all team members. Reminding each other of the solutions you have agreed on will become natural, and many problems and frictions will begin to disappear. Working arrangements are created to avoid friction between teammates and to maintain all deadlines and schedules included in the project assumptions. It is important that the team creates the framework itself – the work agreement must meet all the expectations of the team and contain principles that allow the team to meet them. Kelli, our PO, explained: “We unknowingly deprived ourselves of the very people we were so heavily dependent on, basic equipment. Once we were able to get clarity from our teammates, which was tooth and nail, we could not only be more accommodating, but also build a certain level of confidence. We were able to postpone a little part of the working time to facilitate the shuttle between the women and allow the use of the canteen. This also happens in the month following the meeting of the working agreement, during which the team must get up on time. Trust takes a long time to build. I would say that this day laid the foundations for a closer working relationship, which developed very closely over the course of the 8 months.

I would say that the biggest success factor of the ongoing relationship with the Indian team has been to humanize them. After this session and over time, we started to get involved on a deeper level, to take a personal interest in them and to ask them what their weekend was like and what they were doing to celebrate X holiday. We tried different games at the beginning of Stand Up to get everyone talking and found the anecdotes to be very effective. Not only were they engaged, but we also got to know the similarities we shared, because they too know who Bart Simpson is, because they are at least as smart, if not smarter, in global geography than we are. After 8 months, I changed positions within my company. What was really rewarding was that about two months later, I received an instant message from Abdul, one of the Indian team members, who checked with me to see what life was like in my new role. “Table 2. Questions the team answers to reach a working arrangement I will start by sharing this clip in an email a day or two with the team to generate interest and help those who have no idea who Sheldon Cooper is and give them a taste of what an overzealous work arrangement looks like and why it is necessary – room temperature is often included in chords, but not to this extent 🙂 describe what the purpose of the exercise is. I like to use the following introduction and description of what a work arrangement is and how it can benefit a team: As many people as I have to thank for helping me on this journey, I want to start by thanking the teams that have actually grown through this process. Without them, I would not have been able to understand the power of work arrangements, and that it is more about the journey of self-discovery than the construction of words. My special thanks go to Kelli Derum, the PO of the team.

I turned to her a few years later and she was more eager than ever to help him. I especially enjoyed the discussions we had and the time she spent while she had just had a baby! I also appreciate the open comments she shared, which I recorded with minimal editing. Special thanks to my wife Deema for encouraging me to apply. She has always been a source of strength for me and has helped me find the strength to move forward when needed! A special thank you to my company and my bosses who, although anonymous, remain grateful to them for allowing me to share my story. Finally, I can`t find the right words to thank my shepherdess Susan Burk for her valuable support, insight and, most importantly, flexibility. Susan helped me reinvent the approach several times and focus on the essentials. Thank you, my shepherd, I wouldn`t have done it without you! And I`m serious! The Agile team consisted of eleven employees spread across both locally in Texas and remotely in Mumbai, India. Local Texas team members included SM and PO, as well as two engineers: a CTO and a senior developer.

They worked from home three days a week, but were accommodated at our head office for at least two days. The SM and po were almost always present in the office. The Team from India consisted of seven engineers, one of whom was the supervisor and indeed our team leader from India. The other members of the Indian team played various other roles in the development of our solution. The team was nearing the end of its current sprint and would hold its team retrospectively the next day. Fortunately, the timing worked. I was invited to attend the retrospective and meet the whole team at the next retrospective, I decided to test the waters first. I talked about how I met my wife and played our wedding dance video (which turned out to be a big hit with the Indian teams). Then the SM shared family photos and talked about each of their children and their interests. The PO opened up about their move out of Seattle and the stress that had been caused, especially when packing and moving a huge home. One by one, the team opened up and as I looked around, people began to interfere and pour out their hearts.

Some stories made the teams sad, others made the teams happy, but all shared something close and dear to them, and emotions boiled high. We celebrated with a team member who beamed with pride and let us know that his daughter had been accepted into a very prestigious university. We cried with another person who told us that a parent was suffering from an illness and how difficult it had been to take care of her. The team shared delicious recipes and enjoyed looking at family photos and hearing the stories behind them. For the first time, feelings were awakened when cultural and distant barriers were broken. We have all become a part of each other`s lives. We have all given ourselves a human face. If an agreement cannot be reached, discuss what might stand in the way. To make it easier to create the work agreement, have the team write down their ideas and place them on a whiteboard divided into two columns, one for positives like “Be on time” and the other for negatives like “Don`t be too late.” In this way, the same can easily be displayed in both directions. The value of doing it this way is that some people naturally dress/think about things in the positive or negative, and in this way they can flow with the simplest way of thinking for them, because the goal is to get the things the team needs, working arrangements on post-it notes, so that we can then work on creating the agreement and enjoy a more productive and less stressed team.

Don`t try to get people to think about everything in one way. Go through agreements with the team and combine similar agreements into a single agreement. It`s important to keep agreements high and focus on values, not details. For example, “Be at the meeting from 8 a.m. .m to 8 a.m. .m.” can be converted to “Be on time for meetings.” Add suggestions to the parking lot that are too specific or have nothing to do with the work arrangements. If you use a large policy and place your employment contract in a public place, you need to keep it simple. Otherwise, you will have the whole room covered with working arrangements. Short rules are also easier to follow, so don`t develop them – encourage your teams to use short sentences when training their practices.

This is what we did in our retrospective meetings. It can also be a separate meeting in itself. In Scrum, we usually have a Scrum Master, a Product Owner and the rest of the team in the room. When it comes to working arrangements, it`s important to let everyone talk and put forward their ideas – it`s not the manager`s duty to create them, it`s a task based on teamwork. Since I wanted SM to make the process easier, I coached them to create a list of questions for each value to generate discussion and help teams decide what “rules” we were supposed to create to make sure everyone was paying attention to that value. We didn`t care where the answers were placed as long as they were captured. The SM asked the questions and collected the answers while the team voted on the points to be formalized in a working agreement. In this way, the DM was able to summarize what was most appreciated by the collective team (see Table 2). It`s the story of how I was able to help a team I coached improve working relationships and work together to achieve better results. While the result of this trip was a series of work arrangements that reflect a new way of working, the story focuses on the team`s journey toward self-discovery and self-improvement.

Through this trip, the team has achieved a better understanding and respect for each other that transcends cultural and geographical boundaries. A work agreement is a tool used in agile working methodology, especially in the Scrum framework, to establish ground rules for working on a software development project. .