From Storming to Performing: Accelerating Adoption of Agile Using Framework for Interactive Team Chartering
Do you remember your team's first engagement with agile adoption? Did you or others on your team hold strong opinions on specific topics? Were meetings derailed by discussions about which is the right way to do agile? Perhaps as a scrum master or coach, you face stormy meetings with many debates. If so, let's talk about chartering:
Steve Teske presets a chartering framework for sequentially identifying and resolving tough issues for teams embarking on lean or agile implementations. Utilizing the chartering framework a scrum master, team lead or coach creates a facilitation plan which includes activities and educational opportunities relevant to a specific team. Through the course of facilitated chartering the team discovers two fundamental things. First they cooperative discover common definitions of agile words and processes. Second, they build a deep understanding of their intra-team commitments which provides the foundation for trust and accountability.
Outline/Structure of the Talk
- A short history of chartering practice
- Team norms and the Tuckman model
- Chartering framework overview for scrum
- Chartering payoff - norming and performing teams
- Charting prep - do homework and create a facilitation plan or suffer the consequences
- Chartering meeting - where norms form
- Follow-up from chartering meeting - building team accountability beyond the event
- Exercise: Use the sample chartering framework for agile topic
- Debrief on exercise
Chartering events are typically 1/2 day to 2 days in length and often do not include specific project aspects like grooming a backlog or story mapping which occur in project chartering. Often Project chartering and Team chartering can be combined sequentially, but these activities are unique and have different goals. The Team Charter focuses on creating team norms/team rules.
Below is a truncated version of the chartering framework that utilizes 'Who/What/Where/When/How' questions around the Roles, Events, and Artifacts involved in scrum.
Often times interviews with team members are necessary to focus on the important questions that the framework highlights. In many cases, I've come to chartering event with 10's of questions that need consensus. Since there are too many to talk about in a single big room chartering, these must be prioritized and addressed in separate sessions or in retrospectives.
Some questions are relatively simple and can be answered without collaboration. For example "Who is the scrum master?" is usually well defined. However, in many organizations, asking "Who is the PO?" often results in a very long discussion for groups who don't have a good understanding of scrum or for organizations that have not yet truly appointed a PO.
|Who is the...?|
|How can I reach them?|
|Days remote vs. onsite?|
Many of these questions surrounding events are answerable directly by the scrum guide, but filling out this framework interactively with the team is both educational and consensus-building. This section usually involves training as well as facilitating.
|Sprint||Sprint Planning||Sprint Review||Backlog Refinement||Daily Scrum||etc...|
|What artifacts are created?|
|Who is it for?|
|When does it start/end?|
Teams who are practicing a poorly operating version of scrum typically have JIRA boards with numerous types of issues (e.g. Innovation, Tech Debt, Story, Bug, Idea, Hot Item) and they want to use them for special handling in the sprint.
This portion of the framework effectively helps the team reduce the number of artifacts as they see a visual representation of their issue types and discover that it's really just a priority list and the complexity of types doesn't help get work done.
Not all questions in the first column are useful for all items in the header row, but this provides only a summary of the framework, so I hope this conveys the idea.
|Story||Bug||Epic||Product Backlog||Sprint Backlog?||etc.|
|What deployment env is used to verify?|
|What is the definition of done?|
|What is the definition of ready for refinement?|
|How do we estimate?|
- Understand phase of team transformation base on the Tuckman model
- Understand when team chartering is needed for teams
- Understand the chartering framework template
- Understand how to tailor the chartering framework for your specific situation
- Understand how to create a facilitation plan for executing a chartering event
Scrum Master or Agile Coaches facing new teams, transformational efforts or significant change in team composition
Prerequisites for Attendees
Participants should be well-read on agile principles and practices.
Agile practitioners should have 2-3 years of experience to have the requisite breadth of knowable to apply the chartering framework.