Daily stand-up meeting

Daily stand-up meeting2018-09-11T11:18:42+00:00

Daily Stand-Up Meeting Workflow

Context

Summary

Provide a summary of this practice.

The Daily Stand-Up Meeting is the event where team alignment is maintained by the team members outlining the work they are doing to one another.

Purpose

What is the overall goal or intention of this practice?

Through Daily Stand-Ups, team members:

  • stay aware of each others’ work and progress and their work is synchronized.
  • communicate blocks others may be able to help to overcome.
  • tell the rest of the team what work items they expect to complete by the next Daily Stand-Up.
  • optimize the probability that the team will reach the planned iteration goal.

The Daily Stand-Up Meeting serves primarily as an intensive communication channel for the team and to promote team solidarity. It is not a status reporting session (e.g., for management).

SLA

What are the schedule, cost, quality, frequency, performance or other expectations for completing this practice?

Standup meetings should not take more than 10-20 minutes.

Exit conditions

What must have happened or been delivered for this practice to be considered complete?

Each team member has explained:

  • work completed since the last Daily Stand-Up Meeting.
  • described the work they plan to do before the next Daily Stand-Up Meeting.
  • identified any obstacles to completing this work.
  • where possible, agreed to hold side-meetings to manage these obstacles.

Entry conditions

What pre-conditions must be met before this practice is used?

None.

Outline process

This view shows a simplified version of this process. For full details, explanation and advice, click on the ‘Detailed process’ tab. For background such as entry and exit conditions, click on the ‘Context’ tab.

#StepInstructions
1Team assembles.
  1. The team assembles at the Task/Story Board.
2Team reviews their work.
  1. Each team member reports in turn:
    • What they have done since the last meeting that supports the sprint goal.
    • What they plan to do towards the sprint goal by the next meeting.
    • What obstacles they need help to overcome.
3Follow-up meetings.
  1. The team members set up follow-up meetings to define and identify possible ways to eliminate obstacle to their work.
  2. Once an approach has been agreed, the team works to overcome the obstacle with the relevant stakeholders, users, other team members, etc.

Detailed process

#StepByOutputInstructionsNotes
1Team assembles.Iteration Lead.

Team.

  1. The team assembles at the Task/Story Board.
  • All team members meet face-to-face.
  • Meetings should not be delayed for absentees.
  • Other individuals may be present, but only team members speak in the Daily Stand-Up Meeting unless they can provide an immediate solution to a problem.
  • Ideally they happen at the same time and place, to help create a familiar work rhythm.
  • The meeting should be short enough for it to be held standing up.
2Team reviews their work.Team.

Iteration Lead.

  1. Each team member reports in turn:
    • What they have done since the last meeting that supports the sprint goal.
    • What they plan to do towards the sprint goal by the next meeting.
    • What obstacles they need help to overcome.
  • The team should not:
    • Analyse reported problems.
    • Discuss how to overcome obstacles.
  • However, individuals may ask for help, and other team members may flag up that they share this problem or have a potential solution.
  • Later meetings should then be arranged – after the meeting – involving only the necessary individuals, to deal with these details.
  • The Iteration Lead should try to understand:
    • How the reported work completed compares with the work that the individual committed to at the last meeting.
    • The immediate and root causes of any discrepancies – obstacles, lack of resources or access, support, etc.
    • Action required to make up shortcomings and eliminate causes.
3Follow-up meetings.As required.
  1. The team members set up follow-up meetings to define and identify possible ways to eliminate obstacles to their work.
  2. Once an approach has been agreed, the team works to overcome the obstacle with the relevant stakeholders, users, other team members, etc.

Issues & risks

What are the key concerns in making a success of this practice?

  1. Team members should not wait for the standup meeting to communicate problems or identify obstacles. The standup is to make sure that there is always one regular communication channel open, not to limit other communications.
  2. A key to successful stand-ups is horizontal communication between team members – the meeting is not solely or even primarily for the benefit of the lead or management.

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