{"id":3815,"date":"2018-09-27T02:00:42","date_gmt":"2018-09-27T09:00:42","guid":{"rendered":"https:\/\/lookforwardconsulting.com\/?p=3815"},"modified":"2025-10-01T12:30:00","modified_gmt":"2025-10-01T11:30:00","slug":"5-steps-to-better-scrum-team-agreements","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2018\/09\/27\/5-steps-to-better-scrum-team-agreements\/","title":{"rendered":"5 Steps to Better Working Agreements"},"content":{"rendered":"

What are Working Agreements<\/h2>\n

Working Agreements are one of the core compacts that all good Agile teams need and use. For those of you unfamiliar with Working Agreements, they are nothing more than agreed upon protocols<\/a>\u00a0created by the team govern their interactions and clarify expectations. They are different from\u00a0Ground Rules<\/a>\u00a0which tend to be more about meeting guidelines, but some Ground Rules do go into the direction of what I call Working Agreements.<\/p>\n

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In the end, it does not matter what you call them. \u00a0It matters that you have them. \u00a0 IME, without solid Working Agreements Scrum Teams rarely reach high-performance because team members rely on default expectations of what is considered “professional workplace behavior” and “obvious common sense.” \u00a0If Scrum and Agile teams want to reach high-performance (the Norming and Performing stages you can read about in my white paper on the Tuckman model<\/a>), they deliberately need to create their team culture. \u00a0Working Agreements are one tool to help them do that.<\/p>\n

The Process of Creating Working Agreements<\/h2>\n

Much has been written on how to create these simple guidelines (my favorite articleis from\u00a0Esther Derby<\/a>), so here is the process I use when working with a new (or existing) Scrum Team.<\/p>\n