The S C R U M Daily Standup Meeting
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Transcript of The S C R U M Daily Standup Meeting
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THE SCRUM DAILY STANDUP MEETINGaka: 15 minutes in heaven
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WHAT IS THIS FOR?
Tasks Synchronize the various team members Identify required help and common areas of work
Impediments Raise new impediments Pair impediments with people Ensure past impediments are being taken care of
To solve technical issues
To hash out complex designs with the team“There is no escaping reason; no denying purpose. Because as we both know, without purpose, we would not exist.”Agent Smith, The Matrix Reloaded
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THE TECHNICALITIES 15 minute timebox
Same time everyday Have the team find a time which best suits them No tardiness (one minute late is still late)
Attendees The team Anyone else?
Everyone stands Facilitates the timebox Easy to conduct in a regular room Everyone facing each other in a huddle – virtual round table of peers Keeps everyone focused
Three Questions What I did since the last meeting What I plan on doing today What is impeding me from doing my work in an optimal fashion
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OUR BASIC TOOL BELTwait till you see the advanced one…
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COME PREPARED
Know what you are going to say
Each team member should know what they are going to say as well
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THE PARKING LOT
Capture items for discussion
The 15 minute timebox is not the place for long discussion
Review the parking lot after the daily
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THE IMPEDIMENTS LIST
“Anything that prevents a team member from performing work as efficiently as possible” - from Victor Szalvay’s article “Glossary of Scrum Terms”
Rule of thumb: at least one impediment a day
How do we generate impediments? Understand what an impediment is and make sure
the team understands as well Ask "why are there no impediments today?" Hanging notes from the ceiling to entice the team If all else fails…beg
“The absence of conflict is not harmony, it’s apathy” - from article by Kathleen M. Eisenhardt, Jean L. Kahwajy, and L.J. Bourgeois III called “How Management Teams Can Have a Good Fight”
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DEALING WITH IMPEDIMENTS
"What" needs to be done
"Who" is going to do it
"When" they will communicate progress back
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WHEN THE FIT HITS THE SHANaka: reality bites
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WHEN THE FIT HITS THE SHAN
Storytelling
Reporting to the SM
Accounting for time rather then goals
Invisible (electronic) task board
Chickens talking
Tardiness
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WHEN THE FIT HITS THE SHAN
Not raising impediments
Not handling impediments
Not helping each other
Low Energy
Who goes first?
Cell phones on. Laptops open. People “checked out.”
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OUR ADVANCED TOOL BELTwell…advanced is a relative term…
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COLLABORATION
Visit other teams
Ask other people to join your daily standup
Use the retrospective to brainstorm
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FOCUS THE TEAM
The three questions
The burn down chart
The whiteboard
Other BVCs
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IS THAT IT?!I Got to keep something for the “Advanced ScrumMaster Tips and Tricks” session