Together, the team decided to charge late arrivals a dollar, which would go into a pool to be donated to charity. In Sliger's experience, tardiness has been the leading problem with daily scrums, as was the case in the daily stand-ups for the team she was leading in 2002. Showing up lateĪ stand-up's brevity requires that team members be prompt. Things teams shouldn't be doing in stand-ups include: 1. In some cases, they're simply ignoring the stand-up's basic rules.
When they're ineffective, teams should review their process or bring in an agile coach to see what's causing them to go astray. 6 mistakes people make during daily stand-up meetingsĭaily scrums are an integral component of a sprint. And at the stand-up's conclusion, members should be ready to proceed with their work for the day. "It should serve as a planning meeting, not a status meeting," he says.Įnsuring the task board is in place aids planning by helping teams visualize progress. The stand-up's purpose, as Eliassen Group agile coach Dave Moran explains, is to help teams understand what's happening in their sprint so they'll always be progressing. What's currently hampering your progress?.What have you done since the last meeting to help the team meet its sprint goal?.Another rule is that each team member answer three basic questions: To bolster commitment, it should take place at the same time every day and last just 15 minutes. One rule is that the team commit to the stand-up. "To be good at scrum, you have to hold yourself accountable to a few simple rules." In keeping with the flexibility of agile methods, a daily stand-up doesn't have a lot of rules, but the ones it does have are important, says Art Pittman, principal coach at InnerJoining LLC. Here's Sliger's perspective, and how anyone new to agile methods can benefit from the concept of a daily stand-up meeting.
"A daily stand-up is 15 minutes long, so if you arrive 10 minutes late, you're screwing over everyone," says Sliger, now president at Sliger Consulting, a provider of agile coaching services. Over time, the meeting-driven company had created a culture wherein meetings of all types typically started 10 to 15 minutes behind schedule, to accommodate employees walking between different office buildings across the expansive campus. In the early 2000s, when Michele Sliger was senior project manager for the first scrum team at a large company testing the agile development waters, her team regularly arrived late for daily stand-ups. Keeping these meetings effective is not always an easy task. A daily stand-up, or daily scrum, is an integral component of a sprint and it helps keep agile teams on task.
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