Working Agreements: Practical Guidelines for Scrum Teams
Working agreements help Scrum Teams define clear expectations and behaviors for collaboration and self management. This post explores their practical application.
Scrum Teams are self managing and cross functional. This means they decide how to best accomplish their work. But self management does not mean chaos. Effective teams establish clear expectations for how they will work together. This is where working agreements come in. They are explicit norms that guide behavior, improve communication, and resolve common issues before they become problems. They are not optional; they are essential for a high performing Scrum Team.
What Are Working Agreements?
Working agreements are a set of explicit rules or guidelines created by the Scrum Team itself. They define how the team will interact, make decisions, and resolve conflicts. Think of them as the team's internal constitution. They cover everything from meeting etiquette to how to handle disagreements. The goal is to create a shared understanding and commitment to behaviors that support the team's ability to deliver value and continuously improve.
The Scrum Guide emphasizes that the Scrum Team is self managing. This includes deciding how to perform the work. Working agreements are a practical manifestation of this principle. They are not dictated by a manager or an Agile coach; they are owned by the team. This ownership is crucial for their effectiveness. When a team creates its own rules, it is more likely to adhere to them.
Why Are They Important?
Without explicit agreements, teams often fall back on unstated assumptions or individual preferences. This can lead to misunderstandings, frustration, and reduced productivity. Working agreements provide a framework for predictable behavior and a common language for discussing team dynamics. They reduce ambiguity and help new team members integrate more quickly.
Consider a common scenario: daily stand ups. Without an agreement, some members might drone on, others might be silent. A working agreement for the Daily Scrum, such as 'everyone speaks for no more than two minutes, focusing on progress toward the Sprint Goal and any impediments,' sets a clear expectation. This makes the event more efficient and valuable for everyone.
When to Create and Review Them
Working agreements are typically established early in a team's formation. A good time is during the first Sprint, perhaps as part of a Sprint Retrospective or a dedicated session. They are not static documents. As the team learns and evolves, so should its agreements. The Sprint Retrospective is the ideal event for inspecting and adapting working agreements. If an agreement is no longer serving the team, it should be changed or removed. If new issues arise, new agreements can be added.
Examples of Common Working Agreements
- Daily Scrum: 'Start on time, every time. Focus on immediate impediments and progress toward the Sprint Goal. Keep updates concise, 2 minutes maximum per person.'
- Communication: 'Use Slack for urgent team communication, email for formal documentation, and Jira comments for task specific details.'
- Conflict Resolution: 'Address issues directly with the person involved first. If unresolved, escalate to the entire Scrum Team during the Daily Scrum or a dedicated discussion.'
- Code Review: 'All code requires at least one peer review before merging. Reviewers prioritize code reviews within 4 hours of request.'
- Decision Making: 'For major technical decisions, use a consensus model. If consensus is not reached after discussion, the Product Owner or a designated technical lead makes the final call.'
- Feedback: 'Provide constructive feedback directly and privately, focusing on behaviors, not individuals. Be open to receiving feedback.'
- Availability: 'Respond to team messages within 2 hours during working hours. Clearly communicate planned absences.'
- Definition of Done: 'Ensure the Definition of Done is visible and understood by everyone. Any changes to the DoD must be agreed upon by the entire Scrum Team.'
Making Them Stick
Creating working agreements is only half the battle; adhering to them is the other. Here are some tips to make them effective:
- Visibility: Post them prominently where the team can see them, whether on a physical board or a digital collaboration space.
- Reminders: The Scrum Master can gently remind the team of relevant agreements when deviations occur, especially during events like the Daily Scrum or Sprint Review.
- Accountability: Encourage team members to hold each other accountable. This is part of being a self managing team.
- Regular Review: Discuss them regularly during Sprint Retrospectives. Ask: 'Are these agreements still serving us? Are we adhering to them? What needs to change?'
- Lead by Example: Scrum Masters and Product Owners should model adherence to the agreements.
Conclusion
Working agreements are a fundamental tool for any Scrum Team committed to self management and continuous improvement. They provide clarity, foster discipline, and build a stronger, more cohesive team environment. By investing time in creating, reviewing, and upholding these agreements, teams can significantly enhance their effectiveness and deliver better results. They are not merely rules; they are the foundation for how a high performing Scrum Team chooses to operate.