These clauses are not designed to dictate to the team how the work is performed, but should help to emphasize team behaviors that keep everyone accountable and productive. Master Scrum began to ask everyone the three traditional questions at once: what went well, what we should change and what we can do with new things/ideas. After giving every five minutes to find their answers, she asked everyone to share what they were writing. The American engineers have started. Everything was great; there were no problems, nothing worth changing, and no new ideas. India left afterwards, but only the superior spoke and repeated the same feelings. This team thought they had worked exceptionally hard, and they felt really good! The retrospective lasted less than 15 minutes without anyone needing to make any improvements. There was no discussion of barriers; In fact, I was sure that everyone honestly believed that there was none! It was more difficult than I expected. While the team clearly worked hard during the sprint, the iteration goals were not achieved. That should justify a conversation. This team needed help to understand how to improve. The Agile team consisted of 11 people, working both locally in Texas and remotely in Mumbai, India. Local members of the Texan team included both MS and PO, as well as two engineers: a tech-lead and a senior developer.
They worked from home three days a week, but would be at least two days in our headquarters. The SM and the PO were almost always present at the office. The India team consisted of seven engineers, one of whom was the supervisor and effectively our team leader in India. The other members of the Indian team had various other roles in the development of our solution. The team approached the end of the current sprint and would keep its team in review the next day. Fortunately, the timing worked. I was invited to participate in the retrospective and to meet the whole team. What matters is that you have it.
ME, without strong work agreements, scrum teams rarely perform at high performance, because team members rely on standard expectations of what is considered « professional behaviour in the workplace » and « manifest common sense. » If the Scrum and Agile teams want to achieve high performance (the standardization and performance levels of the Tuckman model), they must consciously create their team culture. Working agreements are a tool to help them do so. 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. All sprints should update the labour agreement, often through a retrospective review and a question such as: « Are these still our work agreements? What do we want to update? What are the areas that need new agreements? – Every day at 9:20 a.m., so that all team members can take their children to school before going to work.