Daily Standup Meetings

"It was a meeting for ourselves, not for management. There were no status reports to management, no gantt charts, no percentage estimates of completion, etc. Just: here's what I'm doing/not doing."That's my understanding of what a standup is supposed to be, and it's what my experience of them has been. THIS is useful. It's in particular useful if you have devs on the team who tend to get kinda "wound around the axle" on problems rather than sp

Standups can be everyday and be useful. We do them via Slack and they take, maybe 3 minutes? 1 minute to perhaps type up your own standup to share and another 2 minutes to read the rest of the team's. They're quick hitters to get a simple baseline of the day and a snapshot from others on where they're at. Sometimes it can be redundant if you spoke to someone else the evening before about a thing they're trying to do, only to read about it in some form again the next morning.

daily standups shouldn't be a thing

I have worked in quite a few Scrum/Agile workplaces over the years. I have seen it work really well and I have seen it work horribly as well. The weakest part of Scrum is definitely the daily stand-up. I have often questioned whether or not I am wrong over the years because it seems the bulk majority of those who have worked within a Scrum ecosystem seem to like the daily stand-ups. I have voiced my concern about them over the years, but it usually riles people up and ends up being a one-si

hey, nice flow!have you shared with team that standups are not effective and could be improved or replaced?

Man oh man, so many people here doing the worse version of standups, the status update meeting. I understand the bile in these threads. It is a shit format. Stop doing it.Instead try this:Standups are time for a team to plan their day and coordinate on how they will tackle the issues on the board. So, go from right to left on the board and discuss each issue and what needs to be done to finish it. Maybe some people can team up today. Maybe someone else has expertise regarding some problem.

Agree with the notion that turning standup into a static status meeting is a poor use of time. If you're blocked you should speak up. If the team wants to know the state of your work, they should defer to project management tool. That said, "standup" is less to do with what you did or immediate blockers. It's about planning for the day. "Here's what's going to get done today, and here's the relevant information for my team." It's a tool for synch

Sounds like a bad standup.We're a remote team so it's important for us to communicate in person everyday in a more intimate way than just Slack, which is why we do it. It also helps me get a really loose gauge (audibly) how everyone is doing mentally (aside from one on ones) because I can't be there in person. You can hear/see frustration 1000x faster than you can read it in text.We set the ground rules early on what would be in our standup:- No longer that 10 minute

I've tried this a few times, and while it 'works' for some teams, it means you aren't actually talking about the user stories you are working on. If you just want to pick up from a list of documented requirements and build from them, then this will work for you. But then a question is what use do daily stand-ups actually have for you?If you have a team how are engaged in problem solving and delivering value together then talking is key. If you need to pick the right time,

We assign the tasks to ourselves. I meant it more as "this is what I'm going to get done today". If I don't get it done then I'll have to bring it up tomorrow and give an explanation of why, maybe I'm having problems that someone else might have solved but I do not know that, maybe its a large project and I just need more time, I'll still have to mention it. But it gives the other members insight into what, why, and how the task I am working on is going or if s