© Jeff Dalton 2019
Jeff DaltonGreat Big Agilehttps://doi.org/10.1007/978-1-4842-4206-3_24

24. Daily Stand-Up

Jeff Dalton1 
(1)
Waterford, MI, USA
 

Description

The Daily Stand-Up (or “Daily Scrum” or “Daily Meeting”) is an agile technique that is popular with most agile teams. It is used to maintain a shared understanding of progress, identify impediments and risks early (“fail fast”), and increase collaboration and transparency among team members. As the name indicates, the meeting occurs every day, and participants often stand for the duration of the meeting in order to encourage brevity.

There are primarily two approaches to conducting a Daily Stand-Up meeting. The first is to conduct a meeting where information is provided based on the active user stories for the current sprint. The other method, known as “round-robin,” is used to share information related to current tasks, forecast, and any impediments each team member may have.

The Daily Stand-Up meeting is usually facilitated by the scrum master and involves all agile team members. Depending on the maturity of the team, and the level of trust with product owners and other stakeholders, it may be useful to include extended team members, but typical attendees are those who are performing tasks related to the goal of the current sprint.

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Typical Roles

  • Scrum Master

  • Agile Team

  • Product Owner (optional)

  • Extended Team Members (optional)

Desired Behaviors

  1. 1.

    Conduct the Daily Stand-Up at the same time each day in order to decrease complexity.

     
  2. 2.

    Hold the meeting face to face, if possible, or using virtual technology if face to face is not possible.

     
  3. 3.

    The scrum master facilitates the workflow of the meeting.

     
  4. 4.

    Timebox the Daily Stand-Up to 15 minutes or less.

     
  5. 5.
    Each team member shares:
    1. a.

      What was completed since the last Daily Stand-Up.

       
    2. b.

      What is planned for completion today.

       
    3. c.

      What issues or risks are impeding progress.

       
     
  6. 6.

    With large teams, consider the use of a “token” to identify the team member who is speaking.

     
  7. 7.

    The scrum master records the impediments, risks, and issues that are identified during the meeting.

     
  8. 8.

    The scrum master works to remove impediments, reduce risks, and resolve issues outside of the Daily Stand-Up meeting.

     
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