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 require new agreements?┬áThere are a few work agreements that are specifically for our team and have worked really well: “Don`t engage in unknown stories” and “Consult JIRA`s board every day and focus on every day.” As we are a distributed team, we have a stand-up in the afternoon, when the UK land team is in its office. The team came to this agreement to check the board of directors in the morning and communicate what they are going to work on. It worked wonders; There is a lot of communication in this meeting and I see teamwork in sprint management. We are not in the same context as in 2017. An easy remote team agreement is valuable for a scrum team or team in this area. We can rethink the rules and recognize new charges and loads. For children at home, a little flexibility might help with work schedules. Even the recognition of the existence of the new stress may suffice. 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 informing the team in advance of the agree categories/areas. A work agreement is a short series of policies developed by the team for the team that define the team`s expectations. A well-written agreement should help create and strengthen a clear and shared understanding of all team members about what they recognize as good behaviour and for good communication. It is generally referred to as a single “work agreement,” but in reality it consists of many individual agreements for each subject or subject. The following are proposed as reading suggestions for a moderator of a remote team agreement. It is not a normative program. Team members share their suggestions and why they feel they should be part of the working agreements. Some relatively easy points. The ScrumMaster takes note of these ideas on the Board of Directors. Faced with friction between some members of the team, he opted for a 1-2-4 model[3] to discuss possible agreements.

This model aims to ensure that everyone has a voice in this process: the team members establish the working arrangements themselves. The ScrumMaster may have to play the role of facilitating the meeting that is held to conclude labour agreements, but it is the team that decides the agreements.