The document summarizes research on daily stand-up meetings for agile software development teams. The researchers observed over 100 stand-up meetings across 15 teams in 4 companies. They found that while stand-ups are meant to focus on answering 3 questions, teams actually spent more time on problem-focused communication and decision making. Facilitation, interdependence of work, team size, and timing of meetings all impacted the effectiveness of stand-ups. Junior team members tended to find more benefit from stand-ups than senior members. The researchers provide recommendations for conducting effective stand-up meetings based on their findings.
The document discusses the five steps of an effective Joint Application Development (JAD) session for gathering requirements: 1) Planning ahead with the project team and executive sponsor, 2) Assembling the right team with defined roles, 3) Ensuring all team members are committed, 4) Staying on course during sessions, and 5) Following through by producing deliverables and evaluating the process. JAD sessions bring together key stakeholders to jointly discuss needs, develop solutions, and gain consensus in a structured workshop format.
Automated Issue Assignment Results And Insights From An Industrial CaseJim Webb
This document summarizes the results of automating the issue assignment process at Softtech, a large software development subsidiary of Turkey's largest bank. The authors deployed a system called IssueTAG that uses data mining to assign 350 daily issue reports to development teams. This allowed simplifying the manual assignment process and improved issue resolution times by 20%, despite slightly lower accuracy than manual assignments. User studies found stakeholders found the system useful. Key insights included designing the process around the system, accuracy does not need to be perfect to be useful, and additional tools are needed like detecting accuracy changes and explaining assignments.
Four major causes of difficulty in gathering system requirement and business requirements, Reasons projects were
abandoned.Three Generations of System Development:1. Direct Contact 2. Business Analyst 3.Team Based.
Questions On Technical Design DecisionsRikki Wright
The document discusses technical design decisions made by software engineers to achieve requirements, such as choosing development processes and technologies. It also defines the breadth and depth issues in software complexity, where breadth addresses major functions and interfaces, and depth addresses relationships and linkages among items. Finally, it provides an overview of how to increase employee productivity through implementing new technologies and overcoming challenges like fear of change.
1 2Service Request SR-rm-022 - Part 1.docxjoyjonna282
1
2
Service Request SR-rm-022 - Part 1
Service Request SR-rm-022 - Part 1
This paper will describe each of the key stakeholders or stakeholder groups in Riordan Manufacturing who provide requirements for the service request, explain two separate information gathering techniques used during proposed projects, identify two factors that are necessary to ensure that the information required for the project is gathered successfully, define the scope of the project by specifying business functions that will be included in the project, describe the project’s operational, technical, and economic feasibility areas that are examined in the SDLC analysis phase summary.
Key Stakeholders
Riordan Manufacturing has many stakeholders and most of its stakeholders that would remain influential to the change process would gain the focus and those who can directly use the new system are also given importance. The stakeholders of the firm include CEO Michael Riordan, Executive Assistant Jan McCall, SVP-RD Kenneth Collins, COO Hugh McCauley, VP international operations Charles Williamson and the IT service managers. Further, before the input and revisions as per the information gathering steps are finalized, the individual users of the final app will be consulted for advice.
Information-Gathering
The completion of the system requires collection of information and it is categorized into ten parts that makes sure that system and processes are workable and is answerable to the demand set by SR-rm-004 (Mochal, 2008). The process is mentioned below and each step can be repeated any number of times or can be eliminated as per the requirement. These steps are not procedural, can occur in any form.
1. Single panel interview: This is a method in which information is derived by sitting down with the stakeholders on a one-on-one basis and input for the solutions are receives and the ways to achieve them are received from the stakeholders.
2. Group interviews: This is a group activity where the entire department is consulted and key advice is taken from the entire group.
3. Facilitated sessions: These sessions become useful only when no solutions can be found for any given problem from the stages mentioned above.
4. Joint Application Development (JAD): This is a higher stage where all the previous stages have failed and in this there is an entire group interview which carries on till a solution is formed.
5. Questionnaires: When the stakeholders are in faraway locations, their views can be considered with the help of questionnaires, which can be filled in by them and sent to the required person (Mochal, 2008).
6. Prototyping: This means developing the working model of the solution provided in order to check its efficiency through repeated tests.
7. Uses cases: This is responsible for creating a story about the working or failing of the solution provided and how the issue can be sorted out to make it work.
8. Following people around: It means that none of th ...
This document provides an overview of key problems with traditional inspections and how a web-based software tool can help address these problems. It discusses nine major issues with inspections, such as reviewers disliking paper forms and difficulties with distributed teams. The document then describes how an inspection application could provide electronic forms, allow collaboration from any location, give authors visibility into issues before meetings, provide oversight for management and moderators, and help streamline the inspection process overall through automation. The tool is proposed as a knowledge management system to guide users through each stage of inspections.
Achieving Global Best Practice in ICT Sustianability_Lee_Stewart_Final_v3.1docLee Stewart
Fujitsu manages over 500,000 ICT assets for customers in Australia and New Zealand, with an annual power and cooling bill of over $42 million and carbon emissions of 150,000 tonnes. Most organizations have an average ICT sustainability score of 53 out of 100, while best practice is 80. Fujitsu worked with customers like Meridian Energy and Qantas to improve their scores through benchmarking, workshops identifying improvement projects, and setting targets to achieve best practice within a year. Meridian achieved a score of 80+ through initiatives like a green IT policy, procurement standards, and executive support. Achieving best practice can save up to $16 million and reduce emissions by 60,000 tonnes annually.
The document discusses the five steps of an effective Joint Application Development (JAD) session for gathering requirements: 1) Planning ahead with the project team and executive sponsor, 2) Assembling the right team with defined roles, 3) Ensuring all team members are committed, 4) Staying on course during sessions, and 5) Following through by producing deliverables and evaluating the process. JAD sessions bring together key stakeholders to jointly discuss needs, develop solutions, and gain consensus in a structured workshop format.
Automated Issue Assignment Results And Insights From An Industrial CaseJim Webb
This document summarizes the results of automating the issue assignment process at Softtech, a large software development subsidiary of Turkey's largest bank. The authors deployed a system called IssueTAG that uses data mining to assign 350 daily issue reports to development teams. This allowed simplifying the manual assignment process and improved issue resolution times by 20%, despite slightly lower accuracy than manual assignments. User studies found stakeholders found the system useful. Key insights included designing the process around the system, accuracy does not need to be perfect to be useful, and additional tools are needed like detecting accuracy changes and explaining assignments.
Four major causes of difficulty in gathering system requirement and business requirements, Reasons projects were
abandoned.Three Generations of System Development:1. Direct Contact 2. Business Analyst 3.Team Based.
Questions On Technical Design DecisionsRikki Wright
The document discusses technical design decisions made by software engineers to achieve requirements, such as choosing development processes and technologies. It also defines the breadth and depth issues in software complexity, where breadth addresses major functions and interfaces, and depth addresses relationships and linkages among items. Finally, it provides an overview of how to increase employee productivity through implementing new technologies and overcoming challenges like fear of change.
1 2Service Request SR-rm-022 - Part 1.docxjoyjonna282
1
2
Service Request SR-rm-022 - Part 1
Service Request SR-rm-022 - Part 1
This paper will describe each of the key stakeholders or stakeholder groups in Riordan Manufacturing who provide requirements for the service request, explain two separate information gathering techniques used during proposed projects, identify two factors that are necessary to ensure that the information required for the project is gathered successfully, define the scope of the project by specifying business functions that will be included in the project, describe the project’s operational, technical, and economic feasibility areas that are examined in the SDLC analysis phase summary.
Key Stakeholders
Riordan Manufacturing has many stakeholders and most of its stakeholders that would remain influential to the change process would gain the focus and those who can directly use the new system are also given importance. The stakeholders of the firm include CEO Michael Riordan, Executive Assistant Jan McCall, SVP-RD Kenneth Collins, COO Hugh McCauley, VP international operations Charles Williamson and the IT service managers. Further, before the input and revisions as per the information gathering steps are finalized, the individual users of the final app will be consulted for advice.
Information-Gathering
The completion of the system requires collection of information and it is categorized into ten parts that makes sure that system and processes are workable and is answerable to the demand set by SR-rm-004 (Mochal, 2008). The process is mentioned below and each step can be repeated any number of times or can be eliminated as per the requirement. These steps are not procedural, can occur in any form.
1. Single panel interview: This is a method in which information is derived by sitting down with the stakeholders on a one-on-one basis and input for the solutions are receives and the ways to achieve them are received from the stakeholders.
2. Group interviews: This is a group activity where the entire department is consulted and key advice is taken from the entire group.
3. Facilitated sessions: These sessions become useful only when no solutions can be found for any given problem from the stages mentioned above.
4. Joint Application Development (JAD): This is a higher stage where all the previous stages have failed and in this there is an entire group interview which carries on till a solution is formed.
5. Questionnaires: When the stakeholders are in faraway locations, their views can be considered with the help of questionnaires, which can be filled in by them and sent to the required person (Mochal, 2008).
6. Prototyping: This means developing the working model of the solution provided in order to check its efficiency through repeated tests.
7. Uses cases: This is responsible for creating a story about the working or failing of the solution provided and how the issue can be sorted out to make it work.
8. Following people around: It means that none of th ...
This document provides an overview of key problems with traditional inspections and how a web-based software tool can help address these problems. It discusses nine major issues with inspections, such as reviewers disliking paper forms and difficulties with distributed teams. The document then describes how an inspection application could provide electronic forms, allow collaboration from any location, give authors visibility into issues before meetings, provide oversight for management and moderators, and help streamline the inspection process overall through automation. The tool is proposed as a knowledge management system to guide users through each stage of inspections.
Achieving Global Best Practice in ICT Sustianability_Lee_Stewart_Final_v3.1docLee Stewart
Fujitsu manages over 500,000 ICT assets for customers in Australia and New Zealand, with an annual power and cooling bill of over $42 million and carbon emissions of 150,000 tonnes. Most organizations have an average ICT sustainability score of 53 out of 100, while best practice is 80. Fujitsu worked with customers like Meridian Energy and Qantas to improve their scores through benchmarking, workshops identifying improvement projects, and setting targets to achieve best practice within a year. Meridian achieved a score of 80+ through initiatives like a green IT policy, procurement standards, and executive support. Achieving best practice can save up to $16 million and reduce emissions by 60,000 tonnes annually.
Increasing effectiveness of technology managementAna Ber
While the world of technology continues to evolve at a rapid pace, the fundamentals of solving technology problems and how technology is effective within an organization have changed very little over time. Here is an interesting article on Increasing Effectiveness of Technology Management in Complex Organization published by our Intersearch colleagues from USA.
An Efficient And Scalable Meeting Minutes Generation And Presentation TechniqueDaniel Wachtel
This document summarizes research on developing an efficient and scalable system for generating and presenting meeting minutes. Key points:
1) The researchers created a web-based software that allows participants to take notes dynamically on an interactive whiteboard during meetings. Snapshots of the whiteboard are saved over time to create visual minutes.
2) A study found this approach reduced the time spent approving and distributing minutes compared to traditional note-taking. It also greatly reduced the time needed for new participants to understand past discussions.
3) Future work could involve testing the approach with distributed meetings using software that supports visual/audio communication between remote locations.
This document discusses several customer use cases for Novell Teaming. It describes how Teaming helped various organizations improve collaboration, knowledge sharing, and project management by providing customizable workspaces, social tools, and robust workflows. Case studies include an energy company, city and county governments, and an IT solutions provider. All were able to leverage Teaming to better manage distributed teams and large amounts of information.
Reduce the Internal and External Interruptions and Improving Communications u...IRJET Journal
This document discusses techniques for improving time management in agile software development projects. It proposes using an enhanced version of the Pomodoro Technique to reduce interruptions and improve focus.
The Pomodoro Technique involves focusing intently on a task for 25 minutes, then taking a short break. This is repeated for a set number of intervals. The document suggests interruptions can waste a significant amount of a developer's time by forcing them to switch contexts.
An enhanced version of the Pomodoro Technique is proposed to further reduce disruptions from communications tools, notifications, and coworkers. Effective time management is important for software teams to deliver projects on schedule and maximize productivity.
EMPIRICAL STUDY OF THE EVOLUTION OF AGILE-DEVELOPED SOFTWARE SYSTEM IN JORDAN...ijbiss
The document discusses a study of the adoption of agile practices in three telecommunications companies in Jordan. It finds that:
1) The companies used some agile practices like continuous integration and collective code ownership but did not follow full agile methodologies.
2) Adoption levels varied across practices and companies, with measurement by working code and coding standards seeing higher adoption.
3) Experiences with practices were mixed, with benefits seen in visibility of progress but challenges in refactoring large code bases.
Empirical Study of the Evolution of Agile-developed Software System in Jordan...ijbiss
The document discusses a study of the adoption of agile practices in three telecommunications companies in Jordan. It finds that:
1) The companies used some agile practices like continuous integration and collective code ownership but did not follow full agile methodologies.
2) Adoption levels varied across practices and companies, with measurement of progress through working code seeing higher adoption.
3) Experiences with practices were mixed, with continuous integration and collective ownership more widely used than pair programming.
Rejuvenating Agile Operations By Putting Lead And Cycle Time Front And Centre.Zan Kavtaskin
Agile methodologies such as Scrum, Extreme Programming and DSDM emerged in the 1990s and most of them were inspired by the Lean Manufacturing movement. While Lean Manufacturing focuses on increasing value and reducing cycle time, work in progress and lead time, Agile methodologies tend to focus on methods. Over the past few decades these methods became dogmatic, businesses struggle to align these methods with their goals and practitioners become disenchanted when they run out of Agile methods to increase delivery speed.
During this presentation Zan will present some of his research and show how it is possible to amalgamate Agile methods, Lean Manufacturing and Data Science to get your business back on track.
See the full analysis here:
https://medium.com/@zankavtaskin/list/research-rejuvenating-agile-operations-by-putting-lead-and-cycle-time-front-and-centre-766cc7993007
The document is a research report from IDC that examines enterprise adoption of social tools in Australia and New Zealand (ANZ). Some key findings from the executive summary include:
- Nearly three-quarters of ANZ companies will have enterprise social networks in place within 18 months. Company policies banning social media at work are the main barrier for those not adopting.
- Collaboration is seen as the main use for social tools, but integration with other systems like CRM and productivity tools is also seen as important.
- While IT recognizes the importance of integration, business units do not see IT as proactively enabling this. Many business units bypass IT when adopting internet-based tools.
The report looks at current
At present, the state-of-the-art supplies for conducting a face-to-face design thinking workshop typically consists of self-stick notes and stickers, markers, and whiteboards. However, this analog way of working is incongruent with the realities of global software companies, where most products and services are developed by distributed teams. This paper explores the process of facilitating remote design thinking workshops, using information technology and communication tools. The paper is based on a participatory action research undertaken by the author as a part of the doctoral thesis - ‘a study on an approach to prepare the organization mindset to build design-led innovation culture to become a customer-centric and future driven software company’ in the Indian IT sector. The participating company realized the innovation breakthroughs using design thinking can happen only when their organization can collaborate across disciplines, silos, time zones; and were looking for a solution to scale design thinking in their organization. KEYWORDS: Collaboration, Digital Design Thinking, Distributed Teams, Innovation, Remote Design Thinking, Scale Design Thinking
Published in International Research Journal of Marketing and Economics ISSN: (2349-0314) Impact Factor- 5.779, Volume 5, Issue 7, July 2018
This document discusses using technology tools to improve board effectiveness for nonprofit organizations. It describes common problems such as difficulty scheduling meetings and accessing documents. It then provides examples of free online tools that can help address these problems, such as MeetingWizard for scheduling, Dropbox for document sharing, and Google Groups for committee communication and organization. The presentation encourages boards to identify challenges and apply appropriate technology solutions to work more efficiently.
Agile Development MethodologiesThree CommunitiesProjec.docxADDY50
Agile Development Methodologies
Three Communities
Project stakeholders (Customers)
Development organization management
Developers
The Agile Manifesto
Indivduals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
The Agile Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agilel processes harness change for the customer’s competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of monthsm with a preference for the shorter time scale.
From the Agile Alliance: www.agilealliance.com
More Agile Principles
4. Business people and developers must work together 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 of conveying information to, and within a development team is face-to-face conversation.
Still more Agile Principles
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.
9. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
10. Continuous attention to technical excellence and good design enhances agility.
Even more Agile Principles
11. Simplicity – the art of maximizing the amount of work not done – is essential.
12. The best architectures, requirements, and designs emerge from self-organizing teams.
13. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Major Agile Methodologies
Scrum
Extreme Programming
Version of the Unified Process
Evo
Crystal family of methodologies
Scrum
Single team of three to nine
Multiple teams each with three to nine members each.
Representatives from teams meet daily.
Common project room
Daily stand-up meeting
Iteration Is thirty calendar days
Emphasis on empirical rather than defined process.
May be easily combined with other methodologies to provide greater specification of specific activities.
The Scrum Lifecycle
Lifecycle has four phases:
Pre-game
Planning
Staging
The Game
Development
Release
Development may iterate, typically 3 to 8 times.
Called sprints lasting one month each
Scrum Planning
Purpose:
Establish vision
Set expectations
Secure funding and other needed resources
Activities
Write vision
Develop budget
Form initial Product Backlog
Estimate items
Exploratory design and prototypes
Scrum Staging
Purpose:
Identify more requirements
Prioritize for first iteration
Activities
Planning
Exploratory design and prototypes
Scrum Development
Purpose:.
2011 06 15 velocity conf from visible ops to dev ops finalGene Kim
My presentation called "Creating the Dev/Test/PM/Ops Supertribe: From Visible Ops To DevOps"
2011 Velocity Conference:
http://velocityconf.com/velocity2011/public/schedule/detail/21123
Agile in the Federal Government. An experience report from an Agile Coaches perspective on transforming a government group, one organization at a time. Presented at Agile 2014.
This document provides an overview of the system analysis conducted for developing a Human Resource Management System (HRMS) for BittCell Systems Pvt. Ltd. Key aspects of the analysis included collecting requirements, studying the current manual system, identifying needs and limitations, and conducting a feasibility study. Tools used in the analysis included data collection, charting, dictionaries, and ER diagrams to understand information flow and relationships. The proposed HRMS aims to increase efficiency by automating employee registration, leave management, payroll, and training processes.
Agile Business Day 2020 - Refinement- Unlock the full potential of your refi...Derk-Jan de Grood
Good refinement makes development more predictable, leads to better solutions and enables the Product Owner to set the right priorities. Still many teams fail to unlock the full potential of refinement. Join this session to get practical tips to get more out of your refinement sessions.I have guided many teams during their transition toward Agile. Initially most attention went to the ceremonies and understanding the agile values. Experience taught me that when the team gets up to speed refinement becomes a bottleneck. Crucial because good refinement makes development more predictable, leads to better solutions and enables the Product Owner to set the right priorities.Unfortunately, I see many teams that do not unlock the full potential of refinement. Not only is the time spent on refinement often limited, many of the refinement meetings I join are inefficient. I meet teams that spent half the meeting watching the Product Owner entering the new backlog items in the workflow system. Although they poker the user stories afterwards, little time is left to discussions the best solution and risks that need to be avoided.In this talk I will focus on the following topics• Advantages of good refinement and what I see in daily practise• How we can boost the potential of Refinement by organising it as a process rather than a meeting• Introduction of challenging questions that can be used to prepare your refinement• And last but not least, how you can involve the off-site team members of distributed teamsJoin this session if you are an Agile Coach of SM and want to help your team(s) to get more out of refinement. If you are a PO and feel a need to boost quality and predictability, or if you are a member of a distributed team and want to involve your fellow team members making better solutions.
In this presentation, we explore the ways you can get internal buy-in and how to build out your business case. We will start by breaking down an eTMF business case and going through the sections you’ll need to include to have a successful meeting internally.
Follow along via our webinar:
https://info.montrium.com/webinar-how-to-build-the-business-case-for-an-etmf-system
ISG: TechChange Presentation on M&E MIS SystemsMichael Klein
The document discusses planning and implementing an M&E (monitoring and evaluation) MIS (management information system) for projects. It notes that historically monitoring has taken a backseat to evaluation, but adaptive management and agile programming now demand iterative data collection. An M&E MIS can provide timely data for decision-makers if planned properly from the start with clear objectives, management responsibilities, and evaluation targets. Key steps include assessing existing systems, developing functional specifications, and managing organizational change. The tool's success depends on how problems are defined, how the system is used, and whether data collection and review processes are in place.
Joint Application Design (JAD) was developed by IBM in the late 1970s. It is a requirements determination method that brings together business and IT professionals in a structured workshop to determine and discuss system requirements
[IGC 2017] 라이엇게임즈 유석문 - 게임 개발의 Agile Best Practices강 민우
플레이어들이 원하는 기능을 적시에 개발하여 배포하기 위해 필요한 Agile의 Practice를 소개 합니다. 기획 단계에서부터 개발, 운영까지 필요한 기술 Practice와 함께 효과적인 조직 문화 구축에 필요한 Practice를 Riot Games의 사례를 기반으로 설명합니다.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Increasing effectiveness of technology managementAna Ber
While the world of technology continues to evolve at a rapid pace, the fundamentals of solving technology problems and how technology is effective within an organization have changed very little over time. Here is an interesting article on Increasing Effectiveness of Technology Management in Complex Organization published by our Intersearch colleagues from USA.
An Efficient And Scalable Meeting Minutes Generation And Presentation TechniqueDaniel Wachtel
This document summarizes research on developing an efficient and scalable system for generating and presenting meeting minutes. Key points:
1) The researchers created a web-based software that allows participants to take notes dynamically on an interactive whiteboard during meetings. Snapshots of the whiteboard are saved over time to create visual minutes.
2) A study found this approach reduced the time spent approving and distributing minutes compared to traditional note-taking. It also greatly reduced the time needed for new participants to understand past discussions.
3) Future work could involve testing the approach with distributed meetings using software that supports visual/audio communication between remote locations.
This document discusses several customer use cases for Novell Teaming. It describes how Teaming helped various organizations improve collaboration, knowledge sharing, and project management by providing customizable workspaces, social tools, and robust workflows. Case studies include an energy company, city and county governments, and an IT solutions provider. All were able to leverage Teaming to better manage distributed teams and large amounts of information.
Reduce the Internal and External Interruptions and Improving Communications u...IRJET Journal
This document discusses techniques for improving time management in agile software development projects. It proposes using an enhanced version of the Pomodoro Technique to reduce interruptions and improve focus.
The Pomodoro Technique involves focusing intently on a task for 25 minutes, then taking a short break. This is repeated for a set number of intervals. The document suggests interruptions can waste a significant amount of a developer's time by forcing them to switch contexts.
An enhanced version of the Pomodoro Technique is proposed to further reduce disruptions from communications tools, notifications, and coworkers. Effective time management is important for software teams to deliver projects on schedule and maximize productivity.
EMPIRICAL STUDY OF THE EVOLUTION OF AGILE-DEVELOPED SOFTWARE SYSTEM IN JORDAN...ijbiss
The document discusses a study of the adoption of agile practices in three telecommunications companies in Jordan. It finds that:
1) The companies used some agile practices like continuous integration and collective code ownership but did not follow full agile methodologies.
2) Adoption levels varied across practices and companies, with measurement by working code and coding standards seeing higher adoption.
3) Experiences with practices were mixed, with benefits seen in visibility of progress but challenges in refactoring large code bases.
Empirical Study of the Evolution of Agile-developed Software System in Jordan...ijbiss
The document discusses a study of the adoption of agile practices in three telecommunications companies in Jordan. It finds that:
1) The companies used some agile practices like continuous integration and collective code ownership but did not follow full agile methodologies.
2) Adoption levels varied across practices and companies, with measurement of progress through working code seeing higher adoption.
3) Experiences with practices were mixed, with continuous integration and collective ownership more widely used than pair programming.
Rejuvenating Agile Operations By Putting Lead And Cycle Time Front And Centre.Zan Kavtaskin
Agile methodologies such as Scrum, Extreme Programming and DSDM emerged in the 1990s and most of them were inspired by the Lean Manufacturing movement. While Lean Manufacturing focuses on increasing value and reducing cycle time, work in progress and lead time, Agile methodologies tend to focus on methods. Over the past few decades these methods became dogmatic, businesses struggle to align these methods with their goals and practitioners become disenchanted when they run out of Agile methods to increase delivery speed.
During this presentation Zan will present some of his research and show how it is possible to amalgamate Agile methods, Lean Manufacturing and Data Science to get your business back on track.
See the full analysis here:
https://medium.com/@zankavtaskin/list/research-rejuvenating-agile-operations-by-putting-lead-and-cycle-time-front-and-centre-766cc7993007
The document is a research report from IDC that examines enterprise adoption of social tools in Australia and New Zealand (ANZ). Some key findings from the executive summary include:
- Nearly three-quarters of ANZ companies will have enterprise social networks in place within 18 months. Company policies banning social media at work are the main barrier for those not adopting.
- Collaboration is seen as the main use for social tools, but integration with other systems like CRM and productivity tools is also seen as important.
- While IT recognizes the importance of integration, business units do not see IT as proactively enabling this. Many business units bypass IT when adopting internet-based tools.
The report looks at current
At present, the state-of-the-art supplies for conducting a face-to-face design thinking workshop typically consists of self-stick notes and stickers, markers, and whiteboards. However, this analog way of working is incongruent with the realities of global software companies, where most products and services are developed by distributed teams. This paper explores the process of facilitating remote design thinking workshops, using information technology and communication tools. The paper is based on a participatory action research undertaken by the author as a part of the doctoral thesis - ‘a study on an approach to prepare the organization mindset to build design-led innovation culture to become a customer-centric and future driven software company’ in the Indian IT sector. The participating company realized the innovation breakthroughs using design thinking can happen only when their organization can collaborate across disciplines, silos, time zones; and were looking for a solution to scale design thinking in their organization. KEYWORDS: Collaboration, Digital Design Thinking, Distributed Teams, Innovation, Remote Design Thinking, Scale Design Thinking
Published in International Research Journal of Marketing and Economics ISSN: (2349-0314) Impact Factor- 5.779, Volume 5, Issue 7, July 2018
This document discusses using technology tools to improve board effectiveness for nonprofit organizations. It describes common problems such as difficulty scheduling meetings and accessing documents. It then provides examples of free online tools that can help address these problems, such as MeetingWizard for scheduling, Dropbox for document sharing, and Google Groups for committee communication and organization. The presentation encourages boards to identify challenges and apply appropriate technology solutions to work more efficiently.
Agile Development MethodologiesThree CommunitiesProjec.docxADDY50
Agile Development Methodologies
Three Communities
Project stakeholders (Customers)
Development organization management
Developers
The Agile Manifesto
Indivduals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
The Agile Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agilel processes harness change for the customer’s competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of monthsm with a preference for the shorter time scale.
From the Agile Alliance: www.agilealliance.com
More Agile Principles
4. Business people and developers must work together 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 of conveying information to, and within a development team is face-to-face conversation.
Still more Agile Principles
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.
9. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
10. Continuous attention to technical excellence and good design enhances agility.
Even more Agile Principles
11. Simplicity – the art of maximizing the amount of work not done – is essential.
12. The best architectures, requirements, and designs emerge from self-organizing teams.
13. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Major Agile Methodologies
Scrum
Extreme Programming
Version of the Unified Process
Evo
Crystal family of methodologies
Scrum
Single team of three to nine
Multiple teams each with three to nine members each.
Representatives from teams meet daily.
Common project room
Daily stand-up meeting
Iteration Is thirty calendar days
Emphasis on empirical rather than defined process.
May be easily combined with other methodologies to provide greater specification of specific activities.
The Scrum Lifecycle
Lifecycle has four phases:
Pre-game
Planning
Staging
The Game
Development
Release
Development may iterate, typically 3 to 8 times.
Called sprints lasting one month each
Scrum Planning
Purpose:
Establish vision
Set expectations
Secure funding and other needed resources
Activities
Write vision
Develop budget
Form initial Product Backlog
Estimate items
Exploratory design and prototypes
Scrum Staging
Purpose:
Identify more requirements
Prioritize for first iteration
Activities
Planning
Exploratory design and prototypes
Scrum Development
Purpose:.
2011 06 15 velocity conf from visible ops to dev ops finalGene Kim
My presentation called "Creating the Dev/Test/PM/Ops Supertribe: From Visible Ops To DevOps"
2011 Velocity Conference:
http://velocityconf.com/velocity2011/public/schedule/detail/21123
Agile in the Federal Government. An experience report from an Agile Coaches perspective on transforming a government group, one organization at a time. Presented at Agile 2014.
This document provides an overview of the system analysis conducted for developing a Human Resource Management System (HRMS) for BittCell Systems Pvt. Ltd. Key aspects of the analysis included collecting requirements, studying the current manual system, identifying needs and limitations, and conducting a feasibility study. Tools used in the analysis included data collection, charting, dictionaries, and ER diagrams to understand information flow and relationships. The proposed HRMS aims to increase efficiency by automating employee registration, leave management, payroll, and training processes.
Agile Business Day 2020 - Refinement- Unlock the full potential of your refi...Derk-Jan de Grood
Good refinement makes development more predictable, leads to better solutions and enables the Product Owner to set the right priorities. Still many teams fail to unlock the full potential of refinement. Join this session to get practical tips to get more out of your refinement sessions.I have guided many teams during their transition toward Agile. Initially most attention went to the ceremonies and understanding the agile values. Experience taught me that when the team gets up to speed refinement becomes a bottleneck. Crucial because good refinement makes development more predictable, leads to better solutions and enables the Product Owner to set the right priorities.Unfortunately, I see many teams that do not unlock the full potential of refinement. Not only is the time spent on refinement often limited, many of the refinement meetings I join are inefficient. I meet teams that spent half the meeting watching the Product Owner entering the new backlog items in the workflow system. Although they poker the user stories afterwards, little time is left to discussions the best solution and risks that need to be avoided.In this talk I will focus on the following topics• Advantages of good refinement and what I see in daily practise• How we can boost the potential of Refinement by organising it as a process rather than a meeting• Introduction of challenging questions that can be used to prepare your refinement• And last but not least, how you can involve the off-site team members of distributed teamsJoin this session if you are an Agile Coach of SM and want to help your team(s) to get more out of refinement. If you are a PO and feel a need to boost quality and predictability, or if you are a member of a distributed team and want to involve your fellow team members making better solutions.
In this presentation, we explore the ways you can get internal buy-in and how to build out your business case. We will start by breaking down an eTMF business case and going through the sections you’ll need to include to have a successful meeting internally.
Follow along via our webinar:
https://info.montrium.com/webinar-how-to-build-the-business-case-for-an-etmf-system
ISG: TechChange Presentation on M&E MIS SystemsMichael Klein
The document discusses planning and implementing an M&E (monitoring and evaluation) MIS (management information system) for projects. It notes that historically monitoring has taken a backseat to evaluation, but adaptive management and agile programming now demand iterative data collection. An M&E MIS can provide timely data for decision-makers if planned properly from the start with clear objectives, management responsibilities, and evaluation targets. Key steps include assessing existing systems, developing functional specifications, and managing organizational change. The tool's success depends on how problems are defined, how the system is used, and whether data collection and review processes are in place.
Joint Application Design (JAD) was developed by IBM in the late 1970s. It is a requirements determination method that brings together business and IT professionals in a structured workshop to determine and discuss system requirements
[IGC 2017] 라이엇게임즈 유석문 - 게임 개발의 Agile Best Practices강 민우
플레이어들이 원하는 기능을 적시에 개발하여 배포하기 위해 필요한 Agile의 Practice를 소개 합니다. 기획 단계에서부터 개발, 운영까지 필요한 기술 Practice와 함께 효과적인 조직 문화 구축에 필요한 Practice를 Riot Games의 사례를 기반으로 설명합니다.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdfonlyfansmanagedau
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
2. Table 1. The data sources.
MAY/JUNE 2020 | IEEE SOFTWARE 71
Daily Stand-Ups:
What, How, When,
and for Whom?
Total/average
15 12
13
10.3 (5/14)
102
9.3 (9/10)
Locations visited Malaysia,
Poland, Norway China, Poland, Norway,
7
Average team size (minimum/maximum)
10.8 (4/18)
GlobEng
Number of teams studied
13
Number of stand-up meetings observed
11.6 (4/18)
Nine sites
14 (13/14)
Norway
Company
9.5 (9/10)
39
11.7 (4/24)
ITConsult
Norway
20
3 15
60
31
TelSoft
United Kingdom
8.3 (5/13)
Number of interviews
Average stand-up meeting duration in
minutes (minimum/maximum)
15.5 (7/24)
two
NorBank
3
19
8.9 (4/13)
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According to Scrum, the daily stand-
up should not be used to discuss the
solutions to obstacles raised.
Participants in daily stand-ups are
traditionally supposed to answer a
variant of only the following three
questions: “What did I do
yesterday?” (Q1), “What will I do today?”
Analysis of the transcribed meetings
showed that, on average, only 34% of
the meeting was spent on answering
the three questions (see Figure 1).
(Q2), and “Do I see any
impediments?” (Q3). We found that
the teams addressed far more than
the three questions within the 15 min.
However, in the interviews, problem-
focused communication was the most
frequently mentioned positive aspect
of these meetings. The teams highly
valued having an arena for quick
problem solving, even if the problem-
solving sessions were as short as 1 min.
Figure 1 shows the proportion of words
stated in each of the six cat-egories
we identified. The number of words
can be considered to be a proxy for
the time spent.
The interviewees expressed that
discussions other than answering the
three Scrum questions were most
valuable. Furthermore, the value of
the stand-ups was affected by meet-
ing facilitation behavior, the
dependencies among tasks, and the
time of day the meetings were held. In
addition, we found that junior team
members were more satisfied with the
meetings than senior team members.
See Table 2 for a summary of the
main benefits of and difficulties for
conducting daily stand-ups.
More details on the interview guide
and research context are available.6,7
To understand decision making in
this context, we use the theory of
naturalistic decision making,9 which
postulates that experts can make
correct decisions under challenging
conditions, such as time pressure, un-
certainty, and vague goals, without
having to perform extensive analysis.
ses and compare options. They can
use their experience to recognize
problems that they have encountered
previously. They form mental
simulations of the current problem,
which they use to quickly suggest
appropriate solutions. Because
problem-focused communication is
essential for problem solving,8 and
the stand-up is the only daily
coordination arena for the whole
team, we argue that the meeting is
necessary for effective decision making in agile te
Both meeting transcripts and
observations showed that the problem-
focused communication usually
happened after the team members had
We observed and documented 102
daily stand-up meetings. Eight of the
meetings from TelSoft and NorBank
were audiotaped, transcribed, and
coded based on a validated coding
scheme for team meeting processes.8
The teams spent almost as much time
(31%) on elaborating on problem
issues, discussing possible solutions,
and making decisions, which is also
known as problem-focused
communication. 8
Because the daily stand-up is
characterized by limited time, uncertainty,
and incomplete information, it is
reasonable to question whether
spending this time on making decisions
is worthwhile. A thorough definition
and analysis of the problem character-
izes a successful problem-solving
process, which may be time-consuming.
focus on daily stand-up meetings. What Is Discussed in the Meetings?
Machine Translated by Google
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• The decision-making process becomes more effective.
FIGURE 1. The proportion of topics discussed in daily stand-up meetings.
Project
Will Do
23%
Meeting
15%
• The information shared is not perceived to be relevant, particularly due to the diversity in roles,
tasks, and seniority.
4%
(Q3)
(Q1)
• Productivity decreases because the day is broken into slots.
9%
The Three Scrum
7%
Problem-Focused
• Problems are identified, discussed, and resolved quickly.
Management
(Q2)
34%
31%
• Interactions are better coordinated through mutual adjustment.
Management
Impediments
Have Done
Main problems
• Managers or Scrum masters use the meeting primarily to receive status information.
Digressions
11%
66%
Main benefits
Communication
Coordination
of Tasks
Questions
• The team's cohesion and shared commitment improve.
• There is a greater awareness of what other team members are doing.
Table 2. The benefits and problems of
daily stand-up meetings.
72 IEEE SOFTWARE | WWW.COMPUTER.ORG/SOFTWARE | @IEEESOFTWARE
FEATURE: SELF-ORGANIZING SOFTWARE TEAMS
described what they were going to do
(Q2) or had mentioned an obstacle
(Q3). Just relaying what they had
been doing (Q1) rarely triggered
problem-focused communication.
Therefore, Q2 and Q3 are clearly
most important for making quick decisions.
While the interviewees expressed they
were least happy to spend time on
Q1, the teams actually spent the most
time on that question, mainly because
talk-ing about what had been done
often ended up as cumbersome
reporting with superfluous details.
The challenge of knowing what
others need to know tends to re-sult
in team members trying to include
Machine Translated by Google
4. MAY/JUNE 2020 | IEEE SOFTWARE 73
How Are the Meetings Facilitated?
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When the facilitator had a
personal interest in the status of
specific tasks, they often gave team
members working on these tasks
more attention, leading to an
unbalanced contribution. One team
member said, “The Scrum master chooses the next
everything they had worked on,
independent of its relevance to
others. In one team that didn't spend
much time on Q1, the Scrum master
explained, “We don't want to know
the details of what you did yesterday,
but something that is useful for the
whole team. We had to change the
mind-set and find out what to say in
the meeting. We practiced a lot and improved.”
shows a discussion meeting in which
team members engaged in what the
other members were saying. The
facilitators who managed to get
people to talk to each other were
usually involved in the day-to-day
work and solved team tasks, so
therefore had less need for status information.
One member said it felt like having
oral exams every day and another
said, “No one in the team really wants
to be at the status meet-ing.” When
the regular facilitator of such meetings
was absent, the team
One developer explained, “To-
day the Scrum master was not there,
and we probably had our best daily
meeting. Because usually, the meet-
ings are focused on information
useful to the Scrum master, but not
for us. He is also more interested in
what we have done than what we are
going to do.” Other research has
found that poor meetings may have
a negative effect beyond the meeting-
ings themselves, such as reduced
job satisfaction, coworker trust, and
well-being.4,11
Figure 2 shows a reporting meet-
ing in which the facilitator controlled
the conversation by allocating turns
for speaking. In this way, team
members naturally directed their
responses to her and had fewer
interactions with each other. Figure 3
Team members who practiced
daily stand-ups as reporting meet-
ings expressed negative attitudes.
usually either dropped the meeting
that day or they conducted a
discussion meeting instead.
Facilitating the meeting can be
even more challenging when the
team members are distributed
beyond the physical location of the
meeting, which was the case in many
of the teams we studied. The teams
with facilitators who used video
instead of only audio had more
discussion meetings. One developer
explained, “Use of video changed our
meetings because if you see
If the behavior of the meeting
facilitator made team members
address the facilitator, we observed
that the stand-up often became a
status-re-porting meeting. If the
facilitator managed to make team
members talk to each other, it tended
to become a discussion meeting. To
illustrate the two types of meetings,
we show conversation charts from
two observations in TelSoft (Figures
2 and 3). The lines represent an
inter-action between two participants.
person to talk based on the tasks that
are important to her.” We observed
that people who spoke early were
given the time they wanted, while the
Scrum master cut short those who
spoke last, because the meeting was
approaching its time limit. It is
negative for a team if, for example,
developers are given more time to
speak than testers. To make the
team productive, everyone in the
team should speak roughly the same
amount of time.10
FIGURE 2. A conversation chart for a reporting meeting.
Facilitator
Machine Translated by Google
5. 74 IEEE SOFTWARE | WWW.COMPUTER.ORG/SOFTWARE | @IEEESOFTWARE
that most developers need more
than 15 min to resume work after
an in-disruption.12 Starting early in
the morning (eg, 8:30 am) or late in
the afternoon (eg, 3:30 pm) was
also seen as undermining the
much-valued flexibility regarding
work hours in the companies.
More importantly, many team
members considered the meeting
to be a disruptive interruption,
particularly during programming
activities. One developer said, “I
find the meeting useful, but the
interruption it causes is disturbing.
I have to detach myself from what
I am working on, and when I get
back it takes some time to start
again where I left off.” Therefore,
even when arriving early, some
team members waited until after
the meeting to start working on
challenging issues, and in-stead
spent their time before the meeting
on tasks that did not require
concentration. This behavior is natural because other research has found
meetings were often delayed by a
few minutes because some
participants arrived late for work,
which made the time spent in the
meeting more than 15 min for those
who arrived on time.
Most agile teams conduct their daily
stand-ups in the morning. A few
team members told us that it is
good to start the day by gathering
the team, to hear what people will
be working on and whether it will
face any obstacles. However, in
many cases, we found that an early
start time reduced the perceived
value of the meeting and the
effectiveness of the team. We observed that early
people's reactions and their
gestures, you immediately know
whether they are listening or are
bored, and whether they don't
understand what you said.”
Additionally, using an improved
large video screen at the right
height for standing helped team
members to acquire the feeling that
everyone was a part of the same
standing circle, which further increased team spirit and the communication.
Participants said that starting
later in the day (eg, 10:00 am) was
also problematic because there
was not enough time between the
daily meeting and lunch to do
anything useful. Many staff members
felt that starting right before lunch
was a better option because then
there was no added interruption
and the team could go and eat lunch together.
When there is little
interdependence among team
members, there is less need for
mutual adjustment and problem-
focused communication and, as a
result, most of the time is instead
spent on reporting. Particu-larly,
there is less interdependence in
larger teams because everyone's
work depends on only a fraction of
others' work. Accordingly, we
observed that larger teams had more reporting m
The way work was assigned and
co-ordinated affected the dynamics
of the stand-ups. In some teams,
there were few interdependencies
between different members' tasks,
mainly because they had specialized
roles and low knowledge
redundancy; that is, team members
had expertise in different technical
areas and worked on separate
modules. Therefore, what one team
member worked on was often
uninteresting or irrelevant for
members other than the Scrum
master or technical lead, so staff
did not pay attention when others were usually ta
Facilitator
FIGURE 3. A conversation chart for a discussion meeting.
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FEATURE: SELF-ORGANIZING SOFTWARE TEAMS
Who Benefits Most From
the Meetings?
When Are the Meetings Held?
Machine Translated by Google
6. MAY/JUNE 2020 | IEEE SOFTWARE 75
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Recommendations
meetings, both internal to the team
and external, in addition to the daily
stand-ups. The daily meeting is then
considered to be an additional daily
interruption, which may reduce the
well-being of senior team members
because a higher meeting load
negatively affects fatigue levels and
subjective workload.11
An alternative to having one
appointed facilitator is to circulate
the facilitator role among a set of
team members, which is what some
of the observed teams did. Leadership
that is broadly distributed instead of
centralized in the hands of a single
individual is known as shared
leadership. This form of leadership
can empower a team and foster both
the task-related and social dimensions
of a group's function, such as trust,
cohesion, and commitment. Because
new facilitators may influence how
the meeting is carried out, sharing
the facilitator role will give the team
opportunities to reflect upon differ-
ent ways to conduct the daily stand-
ups. If the facilitator is not the same
person as the team leader, it is less
likely that the daily stand-up
becomes a status-reporting meeting.
When more people attend a
meeting, there is less time available
for each person to be active, so team
members are generally less satisfied
with large meetings. Consistent with
what we found in a recent survey of
stand-ups, there was a significant
de-crease in meeting satisfaction
when the team comprised more than
12 members.2 Furthermore, we
found that experience played an
important role with respect to who
benefited from the meeting. Junior
team members were generally more
positive than senior ones. These
senior team members often
perceived the daily stand-ups as
having little personal value because
they already knew what was going
on and did not receive any new information in the meeting.
If a team decides to conduct daily
stand-ups, the meetings must fit the
rhythm of the team members' days
and weeks. It is important to find the
least disruptive time to reduce the
potential for fragmented work. In
many cases, conducting the meeting
early in the morning has some drawbacks. Righ
To avoid the daily stand-up becom-
ing a status-reporting meeting that
does not realize its potential benefits,
we suggest that team members do
not report what has been
accomplished since the last meet-
ing (Q1). Eliminating this question
will reduce status-reporting and self-
justification, in which participants
explain in detail what they have done
and why they have not achieved as
much as expected. More time will
then be available to discuss and
solve problems.
We have also seen that senior
team members attend more
Furthermore, the positive attitude
toward problem-solving discussions
is more relevant to junior staff
because the problems they encounter
are easier to solve in a daily stand-
up format. Senior team members
often work on more complex tasks in
which the problems require more
expertise and time to resolve than a
daily stand-up allows. Also, when an
experienced team member works on
a complex task, there might be little
progress for a few days, and team
members do not see repeating what
is said in the previous meeting as
valuable. One senior developer said,
“The intervals are too short to report
on; Often you feel that you didn’t
have much progress from the day before.”
Facilitators need to consciously
allocate equal time to all participants.
It is easy (often unconsciously) to al-
low some people to talk more than
others because the information from
these people may be of particular
interest to the facilitators. Further-
more, facilitators must be aware of
how the allocation of who speaks
during the meeting affects the
conversation flow. Try both an
approach in which the tasks on the
board are discussed and a round-
robin approach in which the team
members know, without interruptions,
who will speak next.
the largest teams, partly as a
consequence of having BizDevOps
teams, which include people from
business, development, and
operations. Dis-cussing problems
among such a vari-ety of roles would
have required too much time and
would not have been relevant for all attendees.
In our longitudinal study, we made a
set of initial recommendations on the
basis of our early interviews and
observations. Several teams then
tried these guidelines. While there is
no clear recipe for conducting a
successful daily stand-up that fits all
companies, we make the following
recommendations based on all our
data collection and analysis.
While it is valuable for team
members to know the status and
progress of the other team members'
tasks, such information can be
shared more efficiently by other
means. For example, some teams
display their status on a visual board,
and some use a chatbot in Slack (an
electronic communication tool) to
collect status information from
everyone, which is later posted to
the whole team.
Meet Right Before Lunch
Omit Question 1
Share Facilitation Responsibility
Machine Translated by Google
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We have worked with many
• “Who should facilitate the
meeting?”
• “Is every team member talking
approximately the same amount
of time?”
When we help companies, we al-
ways advise them to collect
information about the daily meeting,
to gain insights regarding their team
and how to enhance their productivity.
Hav-ing a person from another team
draw a conversation chart (see Figure
2) is a technique that can provide
insight as well as a valuable basis
for discussions about daily stand-ups.
Relevant questions to discuss are as follows.
• “How can all team members
benefit from the meeting?”
• “Are people talking to each
other or to the facilitator?”
panies who have
experimented with our
recommendations (Table 3). They
have stopped asking Q1 (“What did
you do yesterday?”) and instead started sharing the
We advise all agile teams to try to
improve their meetings by
experimenting with breaking the rules
that they follow. Taking responsibility
for improving the meetings will make the
• “Is it a reporting or discussion
meeting?”
meeting five times a week. For
example, small, collocated teams
that have a high degree of informal
communication may not need a daily meeting.
facilitation responsibility to optimize
communication patterns and change
the frequency and time of meetings.
In particular, setting the correct
meeting time (right before lunch) has
been widely adopted and appreciated.
Furthermore, we have yet to meet
any teams who have rein-stated Q1
after a trial period without it. Members
appreciate focusing on the work that
is ahead of them and being allowed
to discuss problems and solutions.
One recommendation that has been
adopted less frequently is sharing
the facilitator role, probably because
Scrum masters and team leaders
feel that it is their responsibility to
facilitate the meetings.
The daily stand-up meeting is, as the
name indicates, intended to be
conducted daily. However, we found
that not all teams benefit from
Furthermore, in a large team there
will be less need for mutual
adjustment among all of the team
members. Therefore, it might be
better to split the team into smaller
groups and hold separate meetings
for staff that work together on a daily
ba-sis, with less frequent meetings
for the whole team. Alternatively,
team members may post answers to
the three Scrum questions
electronically on a daily basis, and
then have a less frequent physical
meeting in which they can
concentrate on problem-focused communication.
Furthermore, hungry team
members are more prone to end the
meeting on time and, in addition,
they are more likely to have lunch
together, which will stimulate team cohesion.
before lunch may be a better time,
as it will merge two interruptions.
Many teams tried this, and one
respondent commented on not
having the meeting in the morning:
“There are many advantages with
the new time; one is that people have
different preferences when it comes
to what time to arrive at work. When
having the stand-up late, all of us are
able to have moments of flow before
the meeting. It is also much easier to
remember what you are working on.
I know the trend has spread to other teams.”
They can also continue discussions
on their way to lunch and during
lunch, if needed.
• “Should the meeting focus on
people or tasks?”
teams in different com-
• Reduce the time spent on status reporting and self-justification.
Find the least disruptive time.
• Focus on future work, particularly considering dependencies and obstacles.
• In a team that communicates well, stop meeting daily if three or four times a week is sufficient.
• Consider scheduling the meeting right before lunch to decrease the number of interruptions.
Optimize the communication pattern.
• Spend time discussing and solving problems as well as making quick decisions.
• In a large team, some members do not need to meet as frequently as others, depending on the
interdependencies among tasks and members.
• Share the leadership to increase joint responsibility, such as by rotating the facilitator role.
Stop asking, “What did you do yesterday?”
Find the frequency that offers the most value.
• Team members should communicate with each other and not report to the facilitator.
Adapt the Frequency
76 IEEE SOFTWARE | WWW.COMPUTER.ORG/SOFTWARE | @IEEESOFTWARE
FEATURE: SELF-ORGANIZING SOFTWARE TEAMS
Table 3. Recommendations for daily stand-up meetings.
Machine Translated by Google
8. MAY/JUNE 2020 | IEEE SOFTWARE 77
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team more self-managed. An agile
software team should continuously
inspect and adapt the daily stand-up
meeting to fulfill the team's needs.
Some of the adjustments might be
about challenging the old mindset,
such as conducting the meetings
daily and in the morning, and
discussing only the three Scrum questions.
Teams that make appropriate
adjustments become more productive.
ABOUT
VIKTORIA STRAY is an associate professor in the Department of
Informatics, University of Oslo, Sweden, and is a researcher at SIN-
TEF. Her research interests include agile methods, global software
engineering, teamwork, coordination, and large-scale
development. Stray received a Ph.D. in software engineering
from the University of Oslo. She is a Member of the IEEE and
ACM. Contact her at stray@ifi.uio.no.
DAG IK SJØBERG is a professor at the University of Oslo.
Authorized licensed use limited to: UNIVERSITY OF OSLO. Downloaded on May 01,2020 at 10:47:17 UTC from IEEE Xplore. Restrictions apply.
NILS BREDE MOE is a senior scientist at SINTEF and an
adjunct professor at the Blekinge Institute of Technology. His
research interests relate to organizational, sociotechnical, and
global/distributed aspects. Moe received a Ph.D. in computer
science from the Norwegian University of Science and
Technology, Trondheim. Contact him at nilsm@sintef.no.
computer.org
/mysubscriptions
His research interests are the software lifecycle, including
agile and lean development processes, and empirical research
methods in software engineering. Sjøberg received a Ph.D.
in computing science from the University of Glasgow. He is a
Member of the IEEE and ACM. Contact him at dagsj@ifi.uio.no.
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