back to notes

Team Agreement Example

Growth 2 Team Agreement
Date
January 23, 2019
Participants
Jason Brimhall Data and Technology Leader
Lisa Gaule (DSM) Process Engineer
Paul Naso Scrum Master
Mary Jeanne Crabbe-Barberis SalesForce Business Architect
Kajule Laskett Consumer Banking Capability Leader
Hallie Weber Project Manager
Julie B. Davis Process Engineer
Cynthia Martinez Product Owner
Jim Donahue SalesForce UI
Nirav Desai SalesForce Program Architect
David Martin Architect
Rohini Dhake Lead Developer
John Mirata Lead Business Systems Consultant
Sharon Gleich (DSM) Business Systems Consultant
Collin Mutchler Lead Business Analyst Centralized
Howie Frye (DSM) Lead BA Distributed
Ali Raza Lead EIT QA

Shared Responsibilities
1. Agree on time and location of Daily Scrum, grooming sessions etc.
2. Team norms (be on time, respect estimates, help when needed, etc…)
3. Favor face to face communication
4. Do not be afraid to say I do not know.
5. Raise questions/issues early –Don’t wait.
6. Make sure daily goals are clear (we know the steps we need to take to achieve them)
7. Product owner availability (phone, office hours, attendance in Daily Scrum)
8. We never say “no”. We say “sure, just chuck it on the product backlog. It’ll get prioritized later.”
9. Be on time for meetings!
10. Make sure everyone gets heard.
11. Never ignore anything! (Such as bugs “solving themselves”).
12. We believe in in the value of planning collectively as a team.
13. Should a team member have a conflict, s/he updates in advance of the meeting and sends an email with updates for the team.
14. Team contributes to product backlog in advance of planning sessions
15. Product owner keeps the backlog up to date through ongoing refinement sessions.
16. We email documentation to everyone in the squad.[ Be transparent]

During Sprint
1. Team members attend daily scrum.
2. Each sprint must have a goal.
3. Update backlog before SCRUM daily.
4. Stay focused on the goal / top stories.
5. Task board is updated during daily stand up meeting so team members can refer to the specific tasks they are working on or completed.
6. Team members may add new tasks any time.
7. Communicate impediments to Scrum Master such as dependencies, issues, waiting, and so on
8. Stories completed to Definition of Done and Product Owner agrees acceptance criteria of story.
9. Set up early for demo and prepare.
10. We need to show what we have done to the business people impacted, not just our product owner (when appropriate)
11. How to address bugs/fires during Sprint
12. Discuss testing strategy (unit, functional, integration, performance)

Set Team Agreement for all core Agile Events
1. Backlog refinement meeting
a) Generally, sometime during the previous one or two sprints, the team sits down to discuss the upcoming work. When and How long?
b) Agreement between product owner and team, regarding the details in user stories, wireframes, prototypes, etc.
c) Which estimation technique should be used? – Fibonacci (relative estimating)
d) What will be the Definition of Ready?
Below are some important DOR criteria:
• The user story must meet the INVEST principle.
• The user story must have clarity from the "what" point of view.
• All assumptions, constraints, and dependencies must be identified and addressed.

2. Sprint planning meeting
a) Duration and time of the sprint planning meeting
b) Input criteria for the sprint planning meeting
c) Establish Capacity for Agile Team - Percentage of time for each team member is allocated and discuss a remediation plan
d) Deciding on the number of stories/points being picked for the current sprint
e) How the tasks break down
f) How to handle big user stories
g) What will be the Definition of Done?

3. Daily Scrum/Daily stand-up
a) What should be the time for the Daily Scrum?
b) Location for the Daily Scrum
c) Duration for the Daily Scrum
d) Format and attendees

4. During the Sprint
a) All necessary documentation is prepared and updated. Story points are burned as per priority and efforts are made to achieve the sprint goal.
b) Coding standards
c) Cross role collaboration
d) Leave planning
e) Impediments, escalations, and risk handling
f) "Soft skills" agreements - follow and practice the Agile values and principles
g) How do we manage defects found?

5. Sprint review meeting
a) Who will give the demo and of what?
b) Who will take notes for the feedback given by stakeholders?

6. Sprint retrospective meeting
a) What is the technique or structure used for the sprint retrospective?
b) How often do we have it?
c) Plan the action items

7. Maintaining the work agreements
a) Once the work agreements are defined, they will be documented.
b) Work agreements can be reviewed at the end of every sprint, during the retrospective meeting
Realign on Core Goals for Project - Business & Technology - TBD
Establish Release Planning Timeline for 2.0 – and what documentation is needed. Establish Monthly Release Planning Meeting though PM (Ann)

Discussion items
Dependencies:
• Data
• Test Environments
• Others?

Time Item Who Notes

Time
½ hr Occurs Daily 1:00 PM - 1:15 PM EST – possibly 11?
Item
Daily Scrum -
Who
Scrum Master (facilitates; contributes, actively solves for impediments)
Scrum team (contributes)
Product Owner (observes)
Potential Observers
Notes
1:00 - 1:15 – SDS – (3 questions) 2 min limit per person
1) What did I accomplish yesterday?
2) What will I commit to, or complete till next daily scrum?
3) Do I have any impediments or obstacles in my way?
Everyone to update JIRA stories and subtasks prior to the meeting
1:16 PM - 1:30 PM – shout outs – any triage needed
The team leaves the meeting knowing what they need to do that day and to swarm around any problems identified.
No meeting on Sprint Planning & Sprint Review days


Time
2 hrs
Item
Sprint Planning
Who
Product Owner (aka PO) (sets priorities; clarifies requirements)
Scrum Master (facilitates)
Scrum Team (commits the work)
Notes
Occurs every 3 week(s) on Wednesday from 2:00 PM to 4:00 PM EST
For the Scrum Team to perform detailed planning of what they will commit to and deliver by the end of the Sprint.
Confirmed “current” Sprint Backlog along with sprint goal
Confirmed Sprint forecast
User stories broken into tasks
Refine stories based on Sprint Review feedback prior to Sprint Planning with the following input:
Refined Product Backlog with stories meeting Definition of Ready (DOR)
Team Capacity
Historical Velocity
Dependencies on other teams
Product Owner business objective
Retrospective Action Items

Time
1 hr
Item
Backlog Refinement
Who
Scrum Master (attends; helps facilitate)
Product Owner (aka PO) (schedules; sets agenda; facilitates)
Scrum team (contributes)
Note: The Product Owner may need support from the team outside of the Backlog Refinement event to get stories ready
Notes
Occurs every Monday from 2:00 PM to 3:00 PM EST
An event used for adding new user stories to the backlog, re-prioritizing existing stories as needed, creating estimates for previously un-estimated stories, and decomposing large stories into smaller stories or tasks.
A set of prioritized stories that the Product Owner wants to review with the team (either because they are ready for a sprint or the Product Owner needs team feedback to get them ready)
To determine stories that satisfy the team’s Definition of Ready (DoR)
To provide feedback to the Product Owner on stories that require further clarification
To size (estimate) the stories
Objectives:
A list of stories that meet the DoR and as such are candidates for a sprint
Feedback on work


Time
1 hrs
Item
Definition of Ready
Who
PO, SM & Scrum Team
Everyone provides input
Developers/Testers - estimate TBD or swap w/BR
Notes
DoR - Rules Engine - Backlog and User Story Refinement
Getting through all of the agreed upon items on the Definition of Ready check list:
Acceptance Criteria
Business Rules
Key Scenarios
Story Dependencies
Data Mapping
Estimation
Mock up
HL Design
Env/Test Data
Definition of Done to apply for PO Review:
Acceptance Criteria has been met
Development
Peer Review
Unit Testing
Functional & SIT
Story Defects resolved - or agreement has been reached with PO
SDLC document updates
https://www.scruminc.com/definition-of-done/
In software, this Definition of Done may be: “Done means coded to standards, reviewed, implemented with unit Test-Driven Development (TDD), tested with 100 percent test automation, integrated and documented.”
The Definition of Done ensures everyone on the Team knows exactly what is expected of everything the Team delivers. It ensures transparency and quality fit for the purpose of the product and organization.
A good user story should be:
"I" ndependent (of all others)
"N" egotiable (not a specific contract for features)
"V" aluable (or vertical)
"E" stimable (to a good approximation)
"S" mall (so as to fit within an iteration)
"T" estable (in principle, even if there isn't a test for it yet)


Time
2 hrs
Item
Sprint Review/Demo & Retrospective
Who
Product Owner (invites stakeholders; facilitates)
Scrum Master (schedules; supports)
Scrum team (presents)
Key stakeholders (provide feedback)
Attendance is typically limited to the scrum team
A Joint Retrospective may be conducted to drive improvement in how teams work together
Notes
Occurs every 3 weeks on Tuesday from 1:00 PM to 3:00 PM
Review/Demo:
Showcase the accepted stories with clear demonstration of the acceptance criteria
Gather feedback and incorporate it into the backlog for prioritization and planning in a future sprint
Output:
Stakeholder alignment on completed work
An updated team velocity
An updated Product Backlog
Close Sprint

Retrospective:
Input:
• Optional: a theme for the retrospective (e.g., ‘getting earlier acceptance of work’
• Metrics, charts, etc., from previous sprints
• An approach for conducting the retrospective
Objectives:
• To openly discuss areas of potential improvement for the team based on the sprint just completed
• To devise an action plan to drive improvement in the area(s) identified
• To identify things which went well /things to continue performing (Best practices)
Output:
• An improvement area and associated action plan for the highest priority/ biggest impact ideas that the team has committed to execute in the following sprint
• Identification of:
Things which went well
Things to continue performing
Things to avoid in the future
Action items as a result from discussion added to Jira

80% Role & Responsibility Product Owner – Cynthia
Required – The role may be performed by people in many different functional jobs, and will be identified and named at the individual team or line of business level. The Product owner is a single person whose primary responsibility is to manage, refine, and prioritize the product backlog. The Product Owner is accountable for the following items even if the delivery team assists with completion of them:
-Providing backlog items that are clearly understood by the delivery team
-Sorting the product backlog in order of value or in the best way that will allow the team to meet its goals
-Ensuring the product backlog is visible and transparent to the team, necessary stakeholders, and leadership
The Product Owner may represent a committee, but ultimately, all decisions on priority must flow through the single Product Owner. Even if requirements change due to external forces, the Product Owner – no one else – directs the team to the new work.
100% Role & Responsibility Scrum Master - Paul Required – Scrum Master responsibilities may be split among multiple team members with the exception of Primary Developer, Product Owner, and Accountable Leader due to potential conflict of interest.
The Scrum Master’s primary responsibility is to ensure that Scrum is properly understood and practiced by the team. The role is one of servant leadership and coaching – not rank or power. The functions of a Scrum Master include:
-Ensuring the team aligns to Wells Fargo Agile
-Facilitating all Wells Fargo Agile events
-Facilitating the removal of impediments
-Ensuring the team lives the Agile values and principles
-Resolving conflict within the team and stakeholders
-Ensuring the team updates Jira with progress during a sprint
-Coaching the team on Scrum values and practices
-Ensuring team goals are visible
-Ensuring continuous improvement backlog items are prioritized appropriately
-Helping the team improve its self-organizing and cross-functionality techniques
-Finding ways to more effectively manage the backlog and get work to done
There does not have to be an individual whose job title is Scrum Master on every team. However, some teams or lines of business may choose to have one individual assigned to this role whose title is Scrum Master.
Role & Responsibility Delivery Team
(Should we breakdown those specific team members based on their resource allocation %?)







Required - The Delivery Team consists of the people who deliver the work in completed increments at the end of each Sprint – the term “delivery” in this case meaning any type of work, not solely software development. Delivery Teams are self-organizing; the team members decide amongst themselves how to complete the work most efficiently. The teams are also cross-functional with the necessary skills to create an increment of the product.
Although Delivery Team members may have specialized areas of focus, accountability for work belongs to the team as a whole. The general rule for team size is 7, +/- 2 members or 5-9 dedicated members. The Product Owner and Scrum Master are not included in that count unless they are executing backlog work.
100%? Role & Responsibility 1. Kajule Laskett -Consumer Banking Capability Leader
? Role & Responsibility 2. David Martin –Architect
50% Role & Responsibility 3. Jason Brimhall -Data and Technology Leader Lead identification of integration and interface needs for Home Lending. Facilitate design and solution activities related to Home Lending target architecture, integration and interface technology for CRV.
100% Role & Responsibility 4. Lisa Gaule (DSM)- Process Engineer My responsibilities include identify and map current processes, identify process improvement opportunities and document/map future processes.
Research needed topics for clarity.
Partner with Implementation and training to develop materials for pilot/pilot expansions/national expansions.
Track/monitor progress and gather feedback on from pilot groups and report to team.
Other duties as needed
100% Role & Responsibility 5. Mary Jeanne Crabbe-Barberis -SalesForce Business Architect I am a Salesforce SME that ensures that the work the team is doing is in line with best practices and leveraging the Salesforce platform to its full extent. That includes providing demos, writing user stories and helping to document processes for how it all can work in Salesforce. Call out when customization or add on functionality is needed.
100% Role & Responsibility 6. Julie B. Davis -Process Engineer My responsibilities include identify and map current processes, identify process improvement opportunities and document/map future processes.
Research needed topics for clarity.
Partner with Implementation and training to develop materials for pilot/pilot expansions/national expansions.
Track/monitor progress and gather feedback on from pilot groups and report to team.
Other duties as needed
50% Role & Responsibility 7. Jim Donahue -SalesForce UI
100% Role & Responsibility 8. Rohini Dhake -Lead Developer 1. Participate in Agile Scrum meeting for the squad
2. Review JIRA stories and discuss development required for the stories with BSC, Salesforce architect. Identify POC requirement if any
3. Get clarifications regarding any development related stories and understand/discuss any impact/risks/dependencies with existing configuration/functionality in CRV
4. Update JIRA and create Sub-Task to include details of necessary configuration/customization
5. Perform development activities as well as assign the sub-task to other developers on the team
6. Perform dev/peer review after development is complete and make sure we are following Salesforce and Wells Fargo Development Standards
7. Collaborate with Deployment team for migrating changes to Testing environments
8. Discuss/Review Defects raised by testing team
9. Resolve/Assign the defects to developer on the team
100% Role & Responsibility 9. Sharon Gleich - Business Systems Consultant As a Business Systems Consultant, my primary role is to drive the identification and documentation of data requirements for the project team. Responsibilities include:
• Meeting with business SME’s to understand existing business processes and defining key business data needed in CRV
• Partnering with technology to understand data flows between targeted integration points
• Developing and maintaining a data glossary of key business data to facilitate source-to-target mapping within CRV
• Driving requirements sessions for assigned research topics
• Effectively communicating status of activities in daily Scrum standup calls, and within assigned JIRA stories

75% Role & Responsibility 10. Ali Raza - Lead EIT QA Ali’s Responsibilities:
- Attend all Scrum meetings (Standup, sprint planning, backlog grooming, sprint review, retrospect)
- Update JIRA board daily
- Create Test cases, scripts, and execution in ALM
- Test Plan and Final Test Results Document on Release Basis
- Meet with EGS resource 2-3 times per week to update testing status and project overview
- Report and Document all Defects in Jira + Screenshots for Devs/Validation
- Work with other CRV project teams & non-CRV teams for integrations and dependencies

Gajula Responsibilities -An EGS resource (Krishnaprasad Gajula) is also available to Growth-2 starting in Q2.
- Perform Execution of Tests in ALM and assist with creating Test Scripts
- Report and Document all Defects in Jira + Screenshots for Devs
- Take screenshots of all important steps for Validation
100% Role & Responsibility 11. John Mirata -Lead Business Systems Consultant User Story Grooming
1. Lead the Squad’s Tech BSCs in overall best practices and procedures throughout the project process.
2. After story grooming, prior to Sprint Planning, review stories that are slated for the sprint, as needed.
3. Work with the Salesforce Architect(s) as needed to align requirements and user stories with out-of-the-box solutions.
4. For data persistence/architecture, coordinate with CRV System and Data Architects for overall solution architecture, and identify information that needs information security team’s review & approval.
5. Guide the business when there is a need to break stories up. If a story has more than eight (8) points, recommend to split story. Be mindful of size and logical grouping.
6. Review business process flows and journey maps, and help align user stories to journey maps for applicable squads.
7. Story creation and refinements as needed.

Solutioning/Sprint Planning

1. Oversee story walkthroughs that Capability Tech BSCs are having with developers.
2. Collaborate with other squads regarding integrations and common solution patterns.
3. Participate in Squad ceremonies, as needed.
4. Analyze story feasibility and work with Product Owner and Squad Architect as needed.
5. Walkthrough and turnover of all stories with Developers. Developers may create subtasks and add hours to subtasks.
6. Partner with Development for any clarifications needed.

Development
1. Validate built functionality. This includes validating sub-tasks associated with the story.
2. Oversee DEV-tested functionality across Tech BSCs.
3. Oversee, finalize, and maintain Functional System Design (FSD).
4. Walkthrough FSD with Scrum Team.
5. Demo to Product Owner & Scrum Team on DEMO, as applicable.
QA/Testing
1. Oversee any escalations related to QA testing.
2. Review Test Cases/Test Plan for deployment validation.

Prod Planning and Post Prod Support
1. Oversee, finalize, and maintain Application Specifications.
2. Assist with Production Issues as needed.

60% Role & Responsibility 12. Collin Mutchler -Lead Business Analyst Centralized Work closely with the Lead Product Manager and the SCRUM team to define use cases, requirements and acceptance criteria required to meet the needs of Centralized Mortgage Sales users.
50% Role & Responsibility 13. Howie Frye -(DSM) Lead BA Distributed Howie plans to personally dedicate approx 50% of his time to this project but will have members of his team dedicate themselves to the team as required based on their area of expertise and need.
Becky Bankus-Lebo FASTMail, any/all Retention tools, HMC Business Planning Tool(s) Southeast
Erin Renze Lead Router & associated tools, Accelerated HMC productivity (AHP) Program, Lead Execution Reporting, iLeads Program, HMC Websites Central Pacific Southwest
Austin Gill Lead Router & associated tools, Accelerated HMC Productivity (AHP) Program, Customer Retention Execution Reporting, Northeast (Supports Howie)
Jason Meemken Customer Retention Execution Reporting, MyBoB, List Router, CRM, Accelerated HMC Productivity (AHP) Program Rocky Mountain Midwest
40% Role & Responsibility 14. Nirav Desai -SalesForce Program Architect Roadmap Planning: Typically monthly or bi-monthly cadence to review/shape the capabilities roadmap. E.g. What features should we consider for this new/updated capability?
Salesforce Solution Planning: Identify technical risks/spikes and guide roadmap alignment
Technical Debt Management: Validate that no new technical risks have been introduced. (Note that this will be marked as a process failure - the risk should have been identified and managed earlier.)
Whenever you hear:
a. “That won't work on Salesforce".
b. "There's a limit that won't let us do....."
c. "We're going to have to build that from scratch"
d. "Don't worry, we'll just integrate to ....."
e. “Security related design considerations”
f. “Need to apply Salesforce best practices across architecture and design”
g. “Code Reviews”
h. “Governance and Development coding standards”
30% Role & Responsibility Agile Coach - Varsha Optional – An Agile Coach is an advisor to help adopt and improve Agile methods and practice. Coaching may occur at different levels, spanning from the Enterprise to the individual. Wells Fargo Enterprise Agile Coaches will engage with Lines of Business transforming to Wells Fargo Agile and is responsible for providing feedback and advice to Agile practitioners. A Coach:
- Serves in a mentoring or coaching role but is not part of the Scrum Team
- Is an Agile expert
- Is able to provide objective guidance, without personal or political considerations
- Has experience in implementing Agile techniques in different cultures and environments

? Role & Responsibility Project Manager - Hallie Required – A Project Manager brings a cross-team viewpoint of the work, plus skills in connecting people, forecasting, and EPM expertise. Agile teams need these skills!
• Ensures EPM adherence
• Drives project planning
• Manages deliverables/processes
• Collaboration with the PO & SM to plan the team’s future work.
• Helps the PO radiate transparency about what work is planned to be delivered when and other key information.
• Helps a team of teams coordinate roadmaps and dependencies.
• Supports empiricism by ensuring data is used solely to support teams.
• Alerts the PO to unique stakeholders, including implementation, release mgmt., production support, SMEs, risk, legal, and others.
• Adherence to EPM and other applicable organizational policies; championing the unique documentation needs of agile teams.
• Project Level deliverables.
• Tracking financials.

Role & Responsibility Project Sponsor Project Sponsor shares project vision.
- Customer value & business need.
- Team champion vs impediments.
Accountable Leader –Kajule
Consumer Banking Capability Leader Optional - Speed to Market (STM) Scrum teams typically have an Accountable Leader (AL). However, Wells Fargo Agile does not require Scrum teams to have an AL; it is at discretion of the line of business, team or group. The primary responsibilities of an AL include stewarding decision making and navigating the complex organizational landscape. The AL is the role formerly known as the Accountable Product Owner (APO) in STM.
Capability Leader – David Reisner Project Scope relating to CRV for CPS, Customer 360
Role & Responsibility Program Manager -
Role & Responsibility Program Sponsor -
Role & Responsibility Executive Sponsor -

Action items

? Have Test Plan merged into working agreements – i.e how Dev moves code into UAT – Part of DoD
http://portal.teamworks.wellsfargo.com/tog/EIT/Agile/Documents/Wells%20Fargo%20Agile%20Events%20-%20Guidance.pdf
Sources
http://portal.teamworks.wellsfargo.com/tog/EIT/Agile/Documents/Roles%20Guidance.pdf
Wells Fargo Role & Responsibilities Document

Version Date Modified By Changes
.01 9/1/2018 Paul Naso Original document shell
.02 1/19/2019 Paul Naso Added draft definitions
.03 1/23/2019 Paul Naso Completed draft and posted for review
.04
.05
2/12/2019
Paul Naso Revised role sections; added other roles per Policy requirements