Sprint Working Agreement
Here is what the PO observed in his own words: „Before the coaching session, our team experienced challenges and dysfunctions. There was no team, because we were a team of people who lived in Texas and India. Since we had never met and our tools (Skype, X) didn`t work, we never met face to face, even virtually. It is important to be sensitive to geographical cultural differences, in this case the highest person in the offshore hierarchy has spoken for all offshore members, as he is generally trained in the cultural norms of the United States and, as an external consultant, is motivated to appease his American clients. „These five agreements should be exhibited in the common space of the team. For sprint retrospectives, there are different methods. The team should be aware of activities such as calendars, triple nickels, team radars, and force field analyses that can help team members bring to market the team agreements needed for the sprint retrospective. When refining the backlog, it is important to size user stories. It is important for the team to decide on the maximum size of the user`s story, which they can save and finish in an iteration. Ideally, the user`s story should be small enough to be completed within 25% of sprint time. 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). My name is Alex and I was a project manager. I made the transition to the agile world in 2009 and have never looked back.
I appreciated the speed and adaptability of working to Agile depending on the complexity and inertia of the waterfall. I also quickly discovered that it was as simple as Agile, that it was really about changing people`s mindsets to adopt a different professional lifestyle. The change in mentality meant that you had to „show the light“ to people, so I became the Agile Coach. The definition of donation (DoD) is the most critical point to agree between Product Owner and the development team. The DoD can be different for different user stories. Normally, the Sprint Zero team and Product Owner agree on a high-level generalized DoD and then add a modified version for each story during sprint planning. The first sprint is the best time to define team agreements. Sprint retrospective meetings are also times when team agreements can be formulated and old agreements can be challenged and modified. As I wanted sm to facilitate the process, I coached her to create a list of questions for each value, to generate a discussion and help the teams decide on all the „rules“ we should establish to make sure everyone respects that value. We didn`t care where the answers were placed as long as they were recorded.
The DM asked the questions and collected the answers, while the team voted on the items to be formalized in a working agreement. This allowed the SM to summarize what was most appreciated by the collective team (see Table 2). I ask these questions to ensure that everyone has a better understanding of what it would mean to have the ball as part of the working agreement. When the list of important ones grew, everyone was ready to formalize them as the first working agreements in the team rules. . . .