Daily Stand up patterns & heuristics - Fadi Stephan

Intro 1

Picture: http://www.flickr.com/photos/psd/2423294079/sizes/l/in/photostream/ 2

About me 3

Picture: http://www.flickr.com/photos/improveit/1470213987/in/photostream/ 4

The basicsDaily Scrum according to the Scrum guide 5

Mechanics 6

Goal 8

From the 4 values of the Agile Manifesto, the daily standup directly supports peopleand interactions as well as responding to change. 12

From the 12 principles behind the Agile manifesto, the daily scrum directly supports 5 principles:1. Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software.2*. Welcome changing requirements, even late indevelopment. Agile processes harness change forthe customers competitive advantage.3. Deliver working software frequently, from acouple of weeks to a couple of months, with apreference to the shorter timescale.4*. Business people and developers must worktogether daily throughout the project.5*. Build projects around motivated individuals.Give them the environment and support they need,and trust them to get the job done.6*. The most efficient and effective method ofconveying information to and within a developmentteam is face-to-face conversation.7. Working software is the primary measure of progress.8. Agile processes promote sustainable development.The sponsors, developers, and users should be ableto maintain a constant pace indefinitely.9. Continuous attention to technical excellenceand good design enhances agility.10. Simplicity--the art of maximizing the amountof work not done--is essential.11*. The best architectures, requirements, and designsemerge from self-organizing teams.12. At regular intervals, the team reflects on howto become more effective, then tunes and adjustsits behavior accordingly. 13

To understand level of dysfunction ask:• Do team members openly and readily disclose their opinions?• Are team meetings compelling and productive?• Does the team come to decisions quickly and avoid getting bogged down by consensus?• Do team members confront one another about their shortcomings? 15

The Big 5Picture: http://en.wikipedia.org/wiki/Big_Five_game 16

Patrick Lencioni’s big 5 Dysfunction of a teamDysfunction #1: Absence of TrustThis occurs when team members are reluctant to be vulnerable with one another and are unwilling toadmit their mistakes, weaknesses or needs for help. Without a certain comfort level among teammembers, a foundation of trust is impossible.Dysfunction #2: Fear of ConflictTeams that are lacking on trust are incapable of engaging in unfiltered, passionate debate about keyissues, causing situations where team conflict can easily turn into veiled discussions and backchannel comments. In a work setting where team members do not openly air their opinions, inferiordecisions are the result.Dysfunction #3: Lack of CommitmentWithout conflict, it is difficult for team members to commit to decisions, creating an environmentwhere ambiguity prevails. Lack of direction and commitment can make employees, particularly staremployees, disgruntledDysfunction #4: Avoidance of AccountabilityWhen teams dont commit to a clear plan of action, even the most focused and driven individualshesitate to call their peers on actions and behaviors that may seem counterproductive to the overallgood of the team.Dysfunction #5: Inattention to ResultsTeam members naturally tend to put their own needs (ego, career development, recognition, etc.)ahead of the collective goals of the team when individuals arent held accountable. If a team has lostsight of the need for achievement, the business ultimately suffers.Source: http://tablegroup.com/books/dysfunctions/ 17

Patrick Lencioni’s big 5 Dysfunction of a teamDysfunction #1: Absence of TrustThis occurs when team members are reluctant to be vulnerable with one another and are unwilling toadmit their mistakes, weaknesses or needs for help. Without a certain comfort level among teammembers, a foundation of trust is impossible.Dysfunction #2: Fear of ConflictTeams that are lacking on trust are incapable of engaging in unfiltered, passionate debate about keyissues, causing situations where team conflict can easily turn into veiled discussions and backchannel comments. In a work setting where team members do not openly air their opinions, inferiordecisions are the result.Dysfunction #3: Lack of CommitmentWithout conflict, it is difficult for team members to commit to decisions, creating an environmentwhere ambiguity prevails. Lack of direction and commitment can make employees, particularly staremployees, disgruntledDysfunction #4: Avoidance of AccountabilityWhen teams dont commit to a clear plan of action, even the most focused and driven individualshesitate to call their peers on actions and behaviors that may seem counterproductive to the overallgood of the team.Dysfunction #5: Inattention to ResultsTeam members naturally tend to put their own needs (ego, career development, recognition, etc.)ahead of the collective goals of the team when individuals arent held accountable. If a team has lostsight of the need for achievement, the business ultimately suffers.Source: http://tablegroup.com/books/dysfunctions/ 18

CollaborationThe standup addresses the 5 dysfunctions via1. Collaboration: The team is constantly collaborating and helping each other2. Impediment identification and removal: Members are encouraged to identify blockers, ask for help, and offer help whenever possible.Members rely on each other and are open with each other. This establishes trust andleads to passionate debate. The team is no longer afraid on conflict.http://www.flickr.com/photos/46342687@N04/5703933802/ 19

Impediment identification and removalhttp://www.flickr.com/photos/9190877@N07/5198299540/ 20

Commitment3. Commitment: The team’s commit every day to the stories they are going tocomplete. Every member commits.http://www.flickr.com/photos/58598613@N00/1747917718/ 21

Transparency4. Transparency: Every day, members give updates. Their progress in open andtransparent.http://www.flickr.com/photos/benseese/7436258/sizes/z/in/photostream/ 22

Accountability5. Accountability: Because members commit and their progress is transparent, theyare accountable as individuals and as a team.http://www.flickr.com/photos/scott_schmitz/527271467/in/photostream/ 23

Focus6. Focus: Throughout, the team is focused on the stories, the sprint goal, and thesprint backlog. This lead to resultshttp://www.flickr.com/photos/93896575@N00/698692268/ 24

Self organization7. All of this is done via self-organization. Based on priority, the team is deciding whatto commit to. The team is holding itself accountable. The members are beingtransparent with each other, asking for help and offering help.Picture: http://www.flickr.com/photos/noii/2329679124/in/photostream/ 25

Picture: http://www.flickr.com/photos/psd/2423294079/sizes/l/in/photostream/ 26

Daily Standup Withdrawal• Coined by Stacia Viscardi• Symptoms include glassy eyes, pale skin, robotic answers and narcoleptic episodes during the standup• Infection spreads and entire team becomes infected• Standups become long droning boring meetingsPicture: http://www.flickr.com/photos/39585662@N00/5331407245/ 27

Ways to treat and prevent this syndrome• 10 smells and anti-patterns• Learn how to spot them• Learn how to apply possible remediesPicture: http://www.flickr.com/photos/98203235@N00/800636196/ 28

1. Fashionably late – No shows or late arrivalsFind out why? Time not appropriate? No value in the standup? Commitment to theteam?http://www.flickr.com/photos/89306448@N00/2247180420/ 29

Finding the right time can be tricky• Most pick time when latest team member arrives• If too variable pick time right before lunch (11:45) (make sure team not waiting for standup to start work).• Once team decides on a time, make sure time is reviewed regularly to make sure it is still appropriate for everyone.• If someone occasionally cannot make it, ensure they attend by proxy• Always start on time. Do not wait. Standup is for entire team and not a particular individual (SM, PO, or tech lead)Picture: http://www.flickr.com/photos/71447477@N00/855940899/ 30

Fines or penalties for latecomers• Works for some teams. Pay fine when member is late. Give to charity or happy hour at end of month• Key is that latecomers understand they disappointed the team. Should not get warm feeling from giving to charity• Study about fining parents for arriving late at day care center • Opposite effect • More parents come late because they see fine as charge for extra servicePicture: http://www.flickr.com/photos/9523052@N07/3135421163/ 31

Pushups for Latecomers!• Mark Levinson describes case where team decided to do pushups when member is late• Peer Pressure – Entire team did push-ups• Great as long as solution driven by the team and working for the teamPicture: http://www.flickr.com/photos/31919728@N03/3295856289/ 32

Team probably looks like this today!Picture: http://www.flickr.com/photos/16395461@N00/3111994108/ 33

2. Information overload• Member goes on and on with his updates• Feels like storytelling• Lost in the details• Significant details lost• Leads to problem solvingPicture:http://www.flickr.com/photos/kodomut/3616896096/sizes/z/in/photostream/ 34

Problem solving• Standups are not for discussion• Standups should encourage discussions but discussions should take place later, after standup• Standups should allow for clarifications but members should know there limitsPicture: http://www.flickr.com/photos/63016831@N07/5798497966/ 35

• Sticking to format of the 3 questions helps keep focus and rhythm• Create parking lot for follow-up topics for discussions• Writing update on 3X5 index card 36

3. Pardon the interruption2 types: Internal and externalPicture: http://www.flickr.com/photos/8049886@N02/2271261319/ 37

Internal InterruptionsInterruption like information overload or socializing during standup. Leave those forthe watercooler.Picture: http://www.flickr.com/photos/18224125@N00/2481496291/ 38

External Interruptions• People interrupting that are not supposed to talk during standup• Rules as to who is allowed and not allowed to attend or talk during standup• Only rule that matters: • If you have something to say that will impact the deliverable of a story for this sprint then please speak up • If not, do not interruptPicture: http://www.flickr.com/photos/36770908@N08/4385543669/ 39

• Be polite, be tactful and ask people not to interrupt• Use parking lot to hold-off questions and interruption• Put-up creative signs!Picture: http://www.flickr.com/photos/86122102@N00/346948814/ 40

4. Aches and painsMeeting too long• Signs include wobbly legs, leaning against furniture, stretching backs• Rule of thumb: 10 minute standups. Average of 30s to 1 min per member• Remember, reason for standing up is to keep meeting shortPicture:http://www.flickr.com/photos/10603531@N08/1304208943/in/photostream/ 41

• Time box the standup to 10 minutes• Cut meeting short even if not everybody gets a turn• Follow 3 question format• Team will quickly learn, establish rhythm and finish on time by being brief while providing significant detailsPicture: http://www.flickr.com/photos/24742305@N00/2331754875/ 42

5. Mumble mumble• Member mumbles update and skips over significant details• Member low talker, provides significant details but no one can hear or understandPicture: http://www.flickr.com/photos/23889540@N00/287759291/ 43

• Don’t let the update slide• Make sure everyone hears and understands the update• Encourage members to step-up, and speak-up clearly• 30 seconds of fame to showcase value added to product and contributions to teamPicture: http://www.flickr.com/photos/53941041@N00/5540462170/ 44

Clueless• “Hmmm, I can’t remember what I did yesterday. “• Looking at board should jolt memory• If not, team member not working on high priority story and not directly contributing to sprintPicture: http://www.flickr.com/photos/79613030@N00/2268845904/ 45

Update by proxy or check list• Ask members to come prepared with answers to the 3 questions• Try update by proxy • Each member gives the update of the person to their left • Members learn to be brief and give each other significant updates as well as keeping the scrum board updated • Addresses Information overload, mumbling and being cluelessPicture: http://www.flickr.com/photos/26849183@N00/304107607/ 46

• Disorganized team• Multiple members speaking at same time• Members looking for Scrum Master for go signalhttp://www.flickr.com/photos/27126430@N02/2567800971/ 47

• Need to encourage self organization• Setup simple rules• Example: Round robin • Members stand in a circle and give updates clockwise or counter-clockwise. • Works, but with larger teams, members might get distracted until their turn comes upPicture: http://www.flickr.com/photos/karthikc/333796551/in/photostream/ 48

• Pass the token is when only the member holding the token can speak• Token can be ball or stuffed animal• After update, members throw token randomly to another member• Helps keep team focused on who is giving update and keeps energy high. Fun!Picture: http://www.flickr.com/photos/96745292@N00/2434218059/ 49

• Stories in order on Scrum board• Start with 1st story and walk down the board• Members might give updates multiple times• Works well with large teamsPicture: http://www.flickr.com/photos/12507137@N00/5814650182/ 50

8. Rinse and repeat• Same status day after day• Indicates no progress being made • Impediments not removed • Impediments not raisedPicture: http://www.flickr.com/photos/60238824@N07/5512167249/ 51

Blockers• Highlight blockers • Use color code on Scrum board • Create list of blockers • Report update on blockers removed/remainingPicture: http://www.flickr.com/photos/7821771@N05/4679360979/ 52

• No blocker!• Pay attention every time someone says no blocker• Might be a sign of not raising impediment• Monitor progress and inquire if really no blocker • Some feel a challenge when facing a bug and want to solve it even if spinning there wheels • Others shy or embarrassed to ask for helpPicture: http://www.flickr.com/photos/51625243@N06/5241860326/ 53

9. Taking charge• Standup run by Scrum master• Scrum master giving out assignments• Team reporting status to Scrum master• Back to command and control 54

We want to encourage a culture of collaboration, impediment identification andremoval, commitment, transparency, accountability, focus, and self organization. 55

To encourage such a culture• Avoid having SM or team lead standing in the middle• Avoid giving out assignments, but do have a prioritized backlog• Break eye contact • Look up at ceiling • Look down at shoes • Keep moving and stand at awkward angle that makes it difficult for speaker to face you• Encourage team to face each other• Rotate the facilitator • Each day have a different member be the standup champion and have them facilitate the meeting• Hide come standup time • Ultimate test is when team still gets together even though SM or team lead not available 56

Silver Bullet• Standups not the solution for all problems • Not all meeting are standups • Do not have all other meetings standing up• Standups do not replace all other types of meetings• Do not wait for standup to raise problems• Communicate issues as soon as they come upPicture: http://www.flickr.com/photos/16638697@N00/4160817135/ 57

Standup not a solution to all your problems 58

Take your standups from slow, boring, to fast sprints!Picture: http://www.flickr.com/photos/40055757@N00/11576494/ 61

Sprinting while identifying and removing impedimentsPicture: http://www.flickr.com/photos/94188217@N00/5744333338/ 62

Contact info 63

Daily Stand up patterns & heuristics - Fadi Stephan

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