The ICC workflow is just one way to create an agreement. The meaning is not in the method. It`s about talking through everyone`s assumptions and documenting the things the team agrees on. Divide groups of more than five people into subgroups. In my experience, it is easier to reach an agreement on small groups first and then put them back together. After a few rounds of proposals, if there is no consensus on a specific point, continue – you are not in a position to reach an agreement in this area at this time. Consider revisiting the issue when employment contracts are discussed next time. When I thought about how to improve this workshop, I began to see many ways of seeing how the layout of Lean Canvas was used for different purposes. CHECK YOUR AGREEMENT REGULARLY.
Keep in mind that the way people work will naturally change over time. The team agreement is supposed to be a “living document”; adapts to the team as it evolves. Your team agreement should be reviewed and adapted regularly if your way of operating changes. This is a good time if you hire new people or if someone leaves the team. Even if things are going well, take the opportunity to review your team agreement to see if everyone is still on the same side. Phil Montaro, of The Anywhere Office, has introduced a policy for a team agreement called ICC Workflow. This process divides work into three categories: information, communication and cooperation. The idea is for the team to define the information they need for the projects they are working on, the communication protocols needed for their work, and the tools they need to let each team know what the other is working on. It is important to remind the team that these actions are not even cancelled.
They can (and should) change when we know more about cooperation. Retrospectives are a good time for action that changes an existing labour agreement if we recognize that it is an obstacle to better cooperation. Section 10 is what we often associate with employment contracts. We summarize here and list the standards and behaviours we want to promote. We propose to write them as individuals, then discuss them as a group and, finally, by voting “Faust of five” for no more than ten at the same time, which must be included in this working agreement. Steve begins to ask for proposed agreements in his first priority area: Daily Scrum Start Time. After any possible work agreement, it uses the Decider protocol to quickly examine the possibility of consensus. If there is no immediate consensus, the person who said “no” to an idea suggests what they see as a better idea. If more than one person has a problem, everyone is expected to offer a better idea.
If too many people say “no,” the applicant should consider withdrawing the proposal. In the case of Steve`s team, the team has its first work agreements after 20 minutes: the last sections, 9 and 10, are particularly important because we want to create a culture based on values. Scrum values anchor our culture, but we need to broaden our minds to include those of our company and our team. Honesty, for example, is essential to Scrum`s success, but it is not a fundamental value. I have not seen it often in the company`s valuables, but I have worked with many teams who want to explicitly include it in their employment contracts. Download the instructions and model for creating a remote team ACCORD: Working agreements are a simple and powerful way to create explicit guidelines for the type of work culture you want for your team. They are a reminder of all, how they can profess respect and communication.