Key Takeaways
- Ground rules are clear, explicit agreements on how team members will treat each other, behave, and communicate - they prevent misunderstandings and conflicts
- Team charters establish the overarching purpose and objectives while ground rules specify behavioral expectations - they are complementary documents
- Ground rules should be created BY the team, not imposed on them - participation creates ownership and accountability
- Violations of ground rules should be addressed promptly but constructively, using the violation as a learning opportunity rather than punishment
- Ground rules connect to Tuckman's team development model - established in Forming but refined during Storming as conflicts highlight areas needing explicit norms
Last updated: January 2026
Defining Team Ground Rules
Ground rules are foundational to team effectiveness. They establish clear expectations for behavior and interaction, preventing misunderstandings that can derail team performance. The PMP Examination Content Outline specifically addresses this topic under "Define team ground rules."
What Are Ground Rules?
Ground rules are clear, explicit agreements on how team members will:
- Treat each other
- Communicate
- Make decisions
- Handle disagreements
- Conduct meetings
- Manage work
Without ground rules, team members make assumptions based on their own backgrounds and experiences, leading to friction when those assumptions clash.
Ground Rules vs. Team Charter
These are complementary documents that serve different purposes:
| Aspect | Team Charter | Ground Rules |
|---|---|---|
| Purpose | Why the team exists, what it will achieve | How the team will work together |
| Content | Mission, objectives, constraints, resources | Behavioral expectations, norms |
| Scope | Strategic direction | Day-to-day operations |
| Ownership | Often includes sponsor input | Created by the team |
Relationship
The team charter defines the "what" and "why"; ground rules define the "how." Ground rules can be:
- Included within the team charter as a section
- Maintained as a separate document
- Evolved independently from the charter
Creating Effective Ground Rules
Process for Establishing Ground Rules
- Facilitate discussion - Gather the team to define expectations
- Brainstorm behaviors - What does effective teamwork look like?
- Identify pain points - What problems have occurred on past teams?
- Draft agreements - Convert discussions into specific statements
- Reach consensus - Ensure everyone can commit
- Document and post - Make visible and accessible
- Review regularly - Adjust as the team matures
Characteristics of Good Ground Rules
| Characteristic | Example |
|---|---|
| Specific | "Respond to messages within 4 hours" (not "Respond promptly") |
| Actionable | Clear behaviors that can be observed |
| Positive | Frame as what TO do, not just what NOT to do |
| Agreed | All team members participate and commit |
| Realistic | Can actually be followed consistently |
| Revisable | Can be updated as circumstances change |
Common Ground Rule Categories
Communication
| Rule | Purpose |
|---|---|
| Camera on during video calls | Build connection, ensure engagement |
| Use agreed channels for topics | Messages go to right place |
| Reply within X hours on workdays | Set response expectations |
| Mark messages as urgent only when truly urgent | Prevent alert fatigue |
Meetings
| Rule | Purpose |
|---|---|
| Start and end on time | Respect everyone's schedule |
| Come prepared with pre-work done | Productive use of meeting time |
| One conversation at a time | Ensure all voices heard |
| Agenda required for meetings > 30 min | Clarify purpose and outcomes |
Decisions
| Rule | Purpose |
|---|---|
| Disagree openly during discussion | Surface all perspectives |
| Commit once decision made | Unified front after decision |
| Document decisions and rationale | Prevent revisiting same issues |
| Escalate blockers within 24 hours | Prevent stalled progress |
Work Quality
| Rule | Purpose |
|---|---|
| Definition of Done must be met | Consistent quality standard |
| Code reviewed before merging | Catch issues early |
| Test before requesting review | Respect reviewers' time |
| Update status daily | Transparency on progress |
Ground Rules and Team Development
Ground rules connect to Tuckman's stages of team development:
Forming Stage
- Initial ground rules established
- May be tentative or incomplete
- Team is polite, avoiding conflict
- Rules may be aspirational
Storming Stage
- Conflicts reveal gaps in ground rules
- Team revisits and strengthens rules
- Individual personalities emerge
- Rules become more specific and necessary
Norming Stage
- Ground rules become ingrained
- Team follows rules naturally
- Adjustments become minor
- Accountability is comfortable
Performing Stage
- Rules are automatic behavior
- Team self-regulates
- Focus shifts to results
- May simplify rules as trust is high
Handling Ground Rule Violations
Violations will occur - how they're handled matters more than the violation itself:
Response Framework
| Step | Action |
|---|---|
| 1. Observe | Note the specific behavior that violated the rule |
| 2. Address promptly | Don't let violations accumulate |
| 3. Assume positive intent | Start with curiosity, not accusation |
| 4. Discuss privately | First conversation should be one-on-one |
| 5. Understand context | There may be a valid reason |
| 6. Reinforce commitment | Remind of the agreed expectation |
| 7. Escalate if needed | Repeated violations require stronger response |
Common Violation Scenarios
| Situation | Approach |
|---|---|
| Unintentional | Gentle reminder, assume they forgot |
| Circumstantial | Understand the situation, adjust if needed |
| Repeated | Private conversation about commitment |
| Damaging to team | Address more formally, may need escalation |
| Universal pattern | Rule may need revision |
Team Working Agreements in Agile
Agile teams often formalize ground rules as working agreements:
Scrum Team Working Agreement Example
- Sprint commitments are sacred - we protect the Sprint Goal
- Definition of Done is non-negotiable
- Everyone attends Daily Scrum, duration max 15 minutes
- Blockers raised same day they're identified
- Retrospective action items assigned to individuals
- Technical debt addressed each sprint (20% capacity reserved)
Creating Agile Working Agreements
- Start in Sprint 0 or team formation
- Post visibly in team space (physical or virtual)
- Review in retrospectives regularly
- Update based on team learning
- New members explicitly agree when joining
Facilitation Tips for Ground Rule Sessions
| Tip | Reason |
|---|---|
| Timebox the session | Focus attention, prevent endless discussion |
| Use silent brainstorming first | Get all ideas without groupthink |
| Group similar items | Reduce redundancy |
| Vote on priorities | Focus on most important rules |
| Limit to 8-12 rules | More than this won't be remembered |
| End with explicit commitment | Have everyone verbally or visibly commit |
Key Takeaways
- Ground rules prevent conflicts from misaligned expectations
- Create rules BY the team, not FOR the team - participation creates ownership
- Rules should be specific, actionable, and agreed by all members
- Connect ground rules to team development stages - refine during Storming
- Address violations promptly but constructively
- Review and update ground rules as the team matures
- In Agile, use working agreements for team norms
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Test Your Knowledge
What is the MOST effective way to establish team ground rules?
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B
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D
Test Your Knowledge
A team member repeatedly arrives late to meetings despite a ground rule about punctuality. What is the BEST first response?
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B
C
D
Test Your Knowledge
According to Tuckman's team development model, during which stage are ground rules typically REFINED and STRENGTHENED?
A
B
C
D