The most important thing is that the owner of the product builds and agrees on the labour agreement. You are an important member of the team. This article describes the transition steps that a team I worked with was able to move from Scrum/XP to Kanban/XP/Scrum. I call this approach Scrumban, because this task force has retained some (but not all) of the “events” as it introduced elements of Kanban, and continued with technical practices that we already had. Teamwork agreements should describe how team members work together to create a positive productive process. For each team member, the only way to do that is to add their two cents to the development of these policies. The views of all members are important and inclusion is the glue that keeps the agreement in common. The ScrumMaster is the custodian of employment contracts, but the whole team has a responsibility to question if someone breaks the agreement. As the work agreements have been agreed by the team, the perception of personal attacks and confrontations is eliminated. In the spirit of transparency and continuous improvement, team members should review employment contracts from time to time and ask, “Should they be updated?” Here are some important things you need to keep in mind when creating your own teamwork contract. Below are a series of steps to follow in developing the Goals Agreement, policies and procedures that will form the basis of how your team will work with and interact with the broader organization. But if there is a work agreement between the team members, there is a gap. Will a work agreement be enough? How effective is a labour agreement if it is simply a series of written comments agreed among their peers when the broader organization has not been included? What about a Social_contract, an agreement between the team and its full organization; management or between the team and the company.
That is, the team will take over xyz in return, the product owner commits to xyz and management commits to xyz. As Damon Edwards rightly pointed out, devops is not a technology, but a business problem. The theory of constraints tells us to optimize the whole and not the individual “silos”. For me, it`s the business of the customer problem, or in lean speaks, the whole value chain. On the other hand, I saw teams hanging on a wire and barely hitting their targets, because the team members couldn`t see them attacking the whole thing and not being invested. Fortunately, there is one way to solve this problem: the teamwork agreement. Here is an example of employment contract elements that I have used in the past, which includes team association. I have tended to break technical practices and coding standards into a separate sentence: these chords are created by teams and the ScrumMaster facilitates the meeting, and they are created/verified preferably during the Sprint 0 of each publication. The labour agreement is part of the social contract and is the source of the agile development team`s collaboration.
The three main aspects I see are: If you decide to use 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. Working agreements, also known as team standards, are guidelines developed by teams on how they should work together to create a positive productive process. Working agreements are the perfect opportunity to address sensitive issues such as conflict and disagreement management, as well as meeting plans, provision and low engagement.