Step 6: Now that we are a team, let's work on our commitments

Hi!

Thank you for coming with us on this journey of accompaniment with this team.

In the previous step we were working on the different profiles and skills of individuals and teams (to see the full article click HERE) and, if you want to see the way with all the complete steps click HERE

Now yes, let's continue with the next step ... in the course of developing this team we realized that there were some "problems" with the commitments, the delivery dates of the products and, we realized that (more than usual "they ask us for a delivery date" and not understanding what was expected of the team in terms of responsibilities). This was relevant for the team because when they did not have an effective order, they also did not take into account what was expected of them. When tasks and responsibilities were delegated to them, it was necessary to combine criteria on what does it mean that they delegate me? Or what does it mean that I delegate? and above all, it means my responsibility to the team.

Once we diagnosed this problem and investigated, we reached the conclusion that neither the Product Owner wanted to impose a date, but neither did the team propose a date or understand the problem of not fulfilling the commitments.

For this, We decided to run the DELEGATION POKER of Management 3.0 (this dynamics helps the teams to define a good delegation scheme for the different topics and above all to understand what to expect when one delegate and what they expect of me when they delegate me. It is done through a didactic game of Poker. As we all know in the context of the Covid-19 the dynamics that would be carried out in person would have to be executed online using “Miró”

Delegation Poker Example

The first thing we did was to start working on the commitments themselves (for that we delved into the requests, effective offers, and how this impacts our commitments) once we agreed on how to act on the commitments and the consequences of not fulfilling We began to work on this to become aware of the delegation and, as it is, to accept a commitment.

In this case, we start with superfluous topics such as "office decoration" (Key decision: HR) once the dynamics are understood and we achieve the necessary level of openness we move on to deeper topics such as definitions of the team (ceremonies, meetings, etc. Key Decision: Scrum team) once we finished that we went directly to the activity. the definition of the estimates and who defined the dates.

Activity screenshots

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Once the team agreed on the result of the delegation and they made team agreements where they feel more comfortable in the way of working not only within the team but with the PO and along with that with the organization.

Once the agreements are finalized, it is the most difficult or the longest, to accompany the team in the monitoring of commitments, orders, offers, a task that is very important to understand the monitoring of these agreements.

This caused the team to become aware in the delegation, work began on fulfilling the commitments and, as I said above, this dynamic is not magical, it is trial and error until we find the appropriate level of delegation for each decision. and let me tell you that this can also change over time.

In the last step, we will be reviewing how to learn to give thanks, but that’s another article.

Thank you!!!