As with anything "agile", it pays to stop and take stock of how your processes actually address the 4 key agile principals: - Individuals and interactions over

As with anything "agile", it pays to stop and take stock of how your processes actually address the 4 key agile principals: - Individuals and interactions over processes and tools - Working software over comprehensive documentation - Customer collaboration over contract negotiation - Responding to change over following a plan I personally interpret "individuals and interactions over processes and tools" as a warning against the snake oil and magic bullets that agile consultants sold / are selling to corporations. Standups are not at all a bad idea, but I feel like most implementations are simply a response to a prescription rather than a symptom. Nor do I feel like the prescription is particularly effective: rather than using the structure of a standup you could just, of your own volition - when useful; take an interest in your teammates' work, talk to them, and collaboratively come up with a solution.