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Daily standup could be a good idea if it was strictly bounded in time (15 min) and planned about noon when productivity usually drops and it is less likely to d

Daily standup could be a good idea if it was strictly bounded in time (15 min) and planned about noon when productivity usually drops and it is less likely to disrupt everyone's work. As for sprints: for a few months I have been in a team where there are strictly applied. There is so much time lost: basically the sprint is either too short or too long. After a few "failed" sprints time estimations will become very conservative giving a lot of slack. Personally I am not comfortable with so much slack, it undermines my motivation. In my experience anyway, as pressure increases sprints are less strictly enforced, for the sake of efficiency. Also approaching delivery the software has become quite complex and bugs tend to be complex has well, hard to estimate precisely. The fact that sprints do not hold under pressure is an indication they are not suitable for SW development. There is also much time lost in the 2-3 days preparing for the next sprint, because we just cannot spend full days on meetings, for both human and material reasons. Those days are only "half worked".

dkdbejwi383 6y ago
> Daily standup could be a good idea if it was strictly bounded in time (15 min) I'd say this is almost necessary, unless you have a small team that have been working together for a good amount of time, understand the project, and have lots of agile experience. Otherwise, it goes from a status update, to a drawn-out meeting where everyone's got a different agenda, nobody's paying attention to anyone but themselves (count the number of times you hear "sorry, I didn't catch that" when someone's asked a question directly during your next "stand up"). I also find it's really useful to use your kanban/sprint board to direct standup, instead of having each develop take a turn at talking. Going from right-to-left, asking what's changed with each ticket since yesterday, and if there's anything that's blocking progress today.
- jerome-jh 6y ago
  For most of my career I did well with no daily meeting. Team meeting was 1-2 hours weekly and I quite liked that rhythm. When I was blocked or short of work I would talk to coworkers or my manager. So maybe stand-ups are targeted at less autonomous people, but overall I find this a bit childish. Of course there is once in a while a "wait wait wait I have already encountered this issue" and someone can help another, but it is rather rare and half the time it is a false alarm because as you said people do not pay much attention.

dkdbejwi383 6y ago

> Daily standup could be a good idea if it was strictly bounded in time (15 min) I'd say this is almost necessary, unless you have a small team that have been working together for a good amount of time, understand the project, and have lots of agile experience. Otherwise, it goes from a status update, to a drawn-out meeting where everyone's got a different agenda, nobody's paying attention to anyone but themselves (count the number of times you hear "sorry, I didn't catch that" when someone's asked a question directly during your next "stand up"). I also find it's really useful to use your kanban/sprint board to direct standup, instead of having each develop take a turn at talking. Going from right-to-left, asking what's changed with each ticket since yesterday, and if there's anything that's blocking progress today.

jerome-jh 6y ago
For most of my career I did well with no daily meeting. Team meeting was 1-2 hours weekly and I quite liked that rhythm. When I was blocked or short of work I would talk to coworkers or my manager. So maybe stand-ups are targeted at less autonomous people, but overall I find this a bit childish. Of course there is once in a while a "wait wait wait I have already encountered this issue" and someone can help another, but it is rather rare and half the time it is a false alarm because as you said people do not pay much attention.