Effective Daily Standups
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Effective Daily standup slides - smells, anti-patterns and tips
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Effective Daily Standups
- 1. Effective Daily Standups By Fadi Stephan http://www.agilejourneyman.com/2011/09/effective-daily-standups.html
- 3. Fadi Stephan AgileJourneyman.com
- 4. The Basics
- 5. Definition • What ? – 15 minute time-boxed meeting • Who? – People transforming the product backlog items into an increment • Why? – Used to create a plan for next 24 hours • How? – Inspecting – Forecasting
- 7. Mechanics • Same place • Same time • Explain: – What has been accomplished since the last meeting? – What will be done before the next meeting? – What obstacles are in the way?
- 9. Goals • Assess progress toward the Sprint goal • Assess how progress is trending toward completing the work in the Sprint Backlog • Re-plan to accomplish the goal and create the anticipated increment
- 10. Benefits • Improve communications • Identify and remove impediments • Highlight and promote quick decision-making • Improve project knowledge • Optimize the probability of meeting the Sprint goal
- 11. Misunderstanding • Not a status meeting • Not for the Scrum Master • Not for the Product Owner • Not for updating project management artifacts
- 12. Manifesto for Agile Software Development • People and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan
- 13. Principles Behind the Agile Manifesto • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage • Business people and developers must work together daily throughout the project • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done
- 14. Principles Behind the Agile Manifesto • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation • The best architectures, requirements, and designs emerge from self-organizing teams
- 17. The ‘Big Five’ Dysfunctions of a Team
- 18. The ‘Big Five’ Dysfunctions of a Team
- 19. Collaboration
- 20. Impediment Identification and Removal
- 21. Commitment
- 22. Transparency
- 23. Accountability
- 24. Focus
- 28. 10 Smells and Anti-Patterns
- 29. 1. No Shows and Latecomers
- 30. What time What is the right time?
- 31. Penalties for Latecomers
- 32. Peer Pressure
- 35. Problem Solving
- 36. Parking or Index Card
- 37. 3. Pardon The Interruption
- 40. Quiet please. Daily standup in progress!
- 41. 4. Aches and Pains
- 43. 5. Mumble Mumble
- 45. 6. Clueless
- 46. Come Prepared
- 47. 7. Total Chaos
- 48. Round Robin
- 49. Pass The Token
- 50. By Priority
- 51. 8. Rinse and Repeat
- 52. Blockers
- 55. Attributes • Collaboration • Impediment Identification and Removal • Commitment • Transparency • Accountability • Focus • Self Organization
- 59. Tips • Start on time • Apply fines or peer pressure • Attend by proxy • Follow the 3 questions format • Create a parking lot • Use a time-box • Tactfully interrupt • Speak-up • Come prepared
- 60. Tips • Use an index card • Updates by others • Round robin, pass the token, or by story • Highlight blockers • Pay attention to “no blockers” • Break eye contact • Have a standup champion • Keep communicating
- 64. References • The Scrum Guide http://scrum.org • The fishbowl http://fishbowl.pastiche.org/2003/11/19/standup_meeting_antipatterns/ • Stand and deliver. Why I hate stand-up meetings http://queue.acm.org/detail.cfm?id=957730 • Daily stand up withdrawal in scrum http://www.scrumalliance.org/articles/32-daily-standup-withdrawal-in-scrum-teams • It’s not just standing up http://martinfowler.com/articles/itsNotJustStandingUp.html
- 65. References • Daily stand-up beyond mechanics – a measure of self organization http://agile.conscires.com/2010/12/01/daily-stand-up-beyond- mechanics-a-measure-of-self-organization/ • The Art of Agile Development – Stand up meetings http://jamesshore.com/Agile-Book/stand_up_meetings.html • Getting started with agile – daily stand up meeting http://blogs.atlassian.com/developer/2009/06/getting_started_with_agile_daily_ standup_meetings.html • Why “No Issues” Is Not An Acceptable Answer http://lostechies.com/derickbailey/2009/03/24/why-no-issues-is-not-an- acceptable-answer/
- 66. References • Getting the most of your daily stand-up meeting http://www.xapware.com/post/Getting-the-most-from-your-daily-stand-up- meetings.aspx • Variations on the daily stand http://agilecoach.typepad.com/agile-coaching/2005/01/variations-on-the-daily- stand-up.html • Tips for effective daily stand-up meetings http://blog.agilegamedevelopment.com/2010/11/effective-daily-stand-up- pointers.html • Scrum Butt – Daily Scrum http://blog.coryfoy.com/2009/09/scrumbut-part-3-daily-scrum/
- 67. Pictures • http://www.flickr.com/photos/psd/2423294079/sizes/l/in/photostream/ • http://www.flickr.com/photos/improveit/1470213987/in/photostream/ • http://en.wikipedia.org/wiki/Big_Five_game • http://tablegroup.com/books/dysfunctions/ • http://www.flickr.com/photos/46342687@N04/5703933802/ • http://www.flickr.com/photos/9190877@N07/5198299540/ • http://www.flickr.com/photos/58598613@N00/1747917718/ • http://www.flickr.com/photos/benseese/7436258/sizes/z/in/photostream/ • http://www.flickr.com/photos/scott_schmitz/527271467/in/photostream/ • http://www.flickr.com/photos/93896575@N00/698692268/ • http://www.flickr.com/photos/noii/2329679124/in/photostream/ • http://www.flickr.com/photos/39585662@N00/5331407245/ • http://www.flickr.com/photos/98203235@N00/800636196/ • http://www.flickr.com/photos/89306448@N00/2247180420/ • http://www.flickr.com/photos/71447477@N00/855940899/ • http://www.flickr.com/photos/9523052@N07/3135421163/ • http://www.flickr.com/photos/31919728@N03/3295856289/ • http://www.flickr.com/photos/16395461@N00/3111994108/ • http://www.flickr.com/photos/kodomut/3616896096/sizes/z/in/photostream/ • http://www.flickr.com/photos/63016831@N07/5798497966/
- 68. Pictures • http://www.flickr.com/photos/8049886@N02/2271261319/ • http://www.flickr.com/photos/18224125@N00/2481496291/ • http://www.flickr.com/photos/36770908@N08/4385543669/ • http://www.flickr.com/photos/86122102@N00/346948814/ • http://www.flickr.com/photos/10603531@N08/1304208943/in/photostream/ • http://www.flickr.com/photos/24742305@N00/2331754875/ • http://www.flickr.com/photos/23889540@N00/287759291/ • http://www.flickr.com/photos/53941041@N00/5540462170/ • http://www.flickr.com/photos/79613030@N00/2268845904/ • http://www.flickr.com/photos/26849183@N00/304107607/ • http://www.flickr.com/photos/27126430@N02/2567800971/ • http://www.flickr.com/photos/karthikc/333796551/in/photostream/ • http://www.flickr.com/photos/96745292@N00/2434218059/ • http://www.flickr.com/photos/12507137@N00/5814650182/ • http://www.flickr.com/photos/60238824@N07/5512167249/ • http://www.flickr.com/photos/7821771@N05/4679360979/ • http://www.flickr.com/photos/51625243@N06/5241860326/ • http://www.flickr.com/photos/16638697@N00/4160817135/ • http://www.flickr.com/photos/94188217@N00/5744333338/
Editor's Notes
- Intro
- Picture: http://www.flickr.com/photos/psd/2423294079/sizes/l/in/photostream/
- About me
- Picture: http://www.flickr.com/photos/improveit/1470213987/in/photostream/
- The basicsDaily Scrum according to the Scrum guide
- Mechanics
- Goal
- From the 4 values of the Agile Manifesto, the daily standup directly supports people and interactions as well as responding to change.
- 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 in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 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. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11*. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- 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?
- The Big 5Picture: http://en.wikipedia.org/wiki/Big_Five_game
- 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 don't 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 aren't held accountable. If a team has lostsight of the need for achievement, the business ultimately suffers.Source: http://tablegroup.com/books/dysfunctions/
- 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 don't 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 aren't held accountable. If a team has lostsight of the need for achievement, the business ultimately suffers.Source: http://tablegroup.com/books/dysfunctions/
- CollaborationThe standup addresses the 5 dysfunctions viaCollaboration: The team is constantly collaborating and helping each otherImpediment 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 and leads to passionate debate. The team is no longer afraid on conflict.http://www.flickr.com/photos/46342687@N04/5703933802/
- Impediment identification and removalhttp://www.flickr.com/photos/9190877@N07/5198299540/
- Commitment3. Commitment: The team’s commit every day to the stories they are going to complete. Every member commits.http://www.flickr.com/photos/58598613@N00/1747917718/
- Transparency4. Transparency: Every day, members give updates. Their progress in open and transparent.http://www.flickr.com/photos/benseese/7436258/sizes/z/in/photostream/
- Accountability5. Accountability: Because members commit and their progress is transparent, they are accountable as individuals and as a team.http://www.flickr.com/photos/scott_schmitz/527271467/in/photostream/
- Focus6. Focus: Throughout, the team is focused on the stories, the sprint goal, and the sprint backlog. This lead to resultshttp://www.flickr.com/photos/93896575@N00/698692268/
- Self organization7. All of this is done via self-organization. Based on priority, the team is deciding what to commit to. The team is holding itself accountable. The members are being transparent with each other, asking for help and offering help.Picture: http://www.flickr.com/photos/noii/2329679124/in/photostream/
- Picture: http://www.flickr.com/photos/psd/2423294079/sizes/l/in/photostream/
- Daily Standup WithdrawalCoined by Stacia ViscardiSymptoms include glassy eyes, pale skin, robotic answers and narcoleptic episodes during the standupInfection spreads and entire team becomes infectedStandups become long droning boring meetingsPicture:http://www.flickr.com/photos/39585662@N00/5331407245/
- Ways to treat and prevent this syndrome10 smells and anti-patternsLearn how to spot themLearn how to apply possible remediesPicture: http://www.flickr.com/photos/98203235@N00/800636196/
- 1. Fashionably late – No shows or late arrivalsFind out why?Time not appropriate? Novalue in the standup? Commitment to the team?http://www.flickr.com/photos/89306448@N00/2247180420/
- Finding the right time can be trickyMost pick time when latest team member arrivesIf 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 proxyAlways 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/
- Fines or penalties for latecomersWorks for some teams. Pay fine when member is late. Give to charity or happy hour at end of monthKey is that latecomers understand they disappointed the team. Should not get warm feeling from giving to charityStudy about fining parents for arriving late at day care centerOpposite effectMore parents come late because they see fine as charge for extra servicePicture: http://www.flickr.com/photos/9523052@N07/3135421163/
- Pushups for Latecomers!Mark Levinson describes case where team decided to do pushups when member is latePeer Pressure – Entire team did push-upsGreat as long as solution driven by the team and working for the teamPicture:http://www.flickr.com/photos/31919728@N03/3295856289/
- Team probably looks like this today!Picture:http://www.flickr.com/photos/16395461@N00/3111994108/
- 2. Information overloadMember goes on and on with his updatesFeels like storytellingLost in the detailsSignificant details lostLeads to problem solvingPicture:http://www.flickr.com/photos/kodomut/3616896096/sizes/z/in/photostream/
- Problem solvingStandups are not for discussionStandups should encourage discussions but discussions should take place later, after standupStandups should allow for clarifications but members should know there limitsPicture:http://www.flickr.com/photos/63016831@N07/5798497966/
- Sticking to format of the 3 questions helps keep focus and rhythmCreate parking lot for follow-up topics for discussionsWriting update on 3X5 index card
- 3.Pardon the interruption2 types: Internal and externalPicture:http://www.flickr.com/photos/8049886@N02/2271261319/
- Internal InterruptionsInterruption like information overload or socializing during standup. Leave those for the watercooler.Picture: http://www.flickr.com/photos/18224125@N00/2481496291/
- External InterruptionsPeople interrupting that are not supposed to talk during standupRules as to who is allowed and not allowed to attend or talk duringstandupOnly rule that matters:If you have something to say that will impact the deliverable of a story for this sprint then please speak upIf not, do not interruptPicture: http://www.flickr.com/photos/36770908@N08/4385543669/
- Be polite, be tactful and ask people not to interruptUse parking lot to hold-off questions and interruptionPut-up creative signs!Picture:http://www.flickr.com/photos/86122102@N00/346948814/
- 4. Aches and painsMeeting too longSigns include wobbly legs, leaning against furniture, stretching backsRule of thumb: 10 minute standups. Average of 30s to 1 min per memberRemember, reason for standing up is to keep meeting shortPicture:http://www.flickr.com/photos/10603531@N08/1304208943/in/photostream/
- Time box the standup to 10 minutesCut meeting short even if not everybody gets a turnFollow 3 question formatTeam will quickly learn, establish rhythm and finish on time by being brief while providing significant detailsPicture: http://www.flickr.com/photos/24742305@N00/2331754875/
- 5. Mumble mumbleMember mumbles update and skips over significant detailsMember low talker, provides significant details but no one can hear or understandPicture:http://www.flickr.com/photos/23889540@N00/287759291/
- Don’t let the update slideMake sure everyone hears and understands the updateEncourage members to step-up, and speak-up clearly30 seconds of fame to showcase value added to product and contributions to teamPicture: http://www.flickr.com/photos/53941041@N00/5540462170/
- Clueless“Hmmm, I can’t remember what I did yesterday. “ Looking at board should jolt memoryIf not, team member not working on high priority story and not directly contributing to sprintPicture: http://www.flickr.com/photos/79613030@N00/2268845904/
- Update by proxy or check listAsk members to come prepared with answers to the 3 questionsTry update by proxyEach member gives the update of the person to their leftMembers learn to be brief and give each other significant updates as well as keeping the scrum board updatedAddresses Information overload, mumbling and being cluelessPicture: http://www.flickr.com/photos/26849183@N00/304107607/
- Disorganized teamMultiple members speaking at same timeMembers looking for Scrum Master for go signalhttp://www.flickr.com/photos/27126430@N02/2567800971/
- Need to encourage self organizationSetup simple rulesExample: Round robinMembers 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/
- Pass the token is when only the member holding the token can speakToken can be ball or stuffed animalAfter update, members throw token randomly to another memberHelps keep team focused on who is giving update and keeps energy high. Fun!Picture: http://www.flickr.com/photos/96745292@N00/2434218059/
- Stories in order on Scrum boardStart with 1st story and walk down the boardMembers might give updates multiple timesWorks well with large teamsPicture: http://www.flickr.com/photos/12507137@N00/5814650182/
- 8. Rinse and repeatSame status day after dayIndicates no progress being madeImpediments not removedImpediments not raisedPicture: http://www.flickr.com/photos/60238824@N07/5512167249/
- BlockersHighlight blockersUse color code on Scrum boardCreate list of blockersReport update on blockers removed/remainingPicture: http://www.flickr.com/photos/7821771@N05/4679360979/
- No blocker!Pay attention every time someone says no blockerMight be a sign of not raising impedimentMonitor progress and inquire if really no blockerSome feel a challenge when facing a bug and want to solve it even if spinning there wheelsOthers shy or embarrassed to ask for helpPicture:http://www.flickr.com/photos/51625243@N06/5241860326/
- 9. Taking chargeStandup run by Scrum masterScrum master giving out assignmentsTeam reporting status to Scrum masterBack to command and control
- We want to encourage a culture of collaboration, impediment identification and removal, commitment, transparency, accountability, focus, and self organization.
- To encourage such a cultureAvoid having SM or team lead standing in the middleAvoid giving out assignments, but do have a prioritized backlogBreak eye contactLook up at ceilingLook down at shoesKeep moving and stand at awkward angle that makes it difficult for speaker to face youEncourage team to face each otherRotate the facilitatorEach day have a different member be the standup champion and have them facilitate the meetingHide come standup timeUltimate test is when team still gets together even though SM or team lead not available
- Silver BulletStandups not the solution for all problemsNot all meeting are standupsDo not have all other meetings standing upStandups do not replace all other types of meetingsDo not wait for standup to raise problemsCommunicate issues as soon as they come upPicture: http://www.flickr.com/photos/16638697@N00/4160817135/
- Standup not a solution to all your problems
- Take your standups from slow, boring, to fast sprints!Picture: http://www.flickr.com/photos/40055757@N00/11576494/
- Sprinting while identifying and removing I=impedimentsPicture: http://www.flickr.com/photos/94188217@N00/5744333338/
- Contact info