3 ms·

Generally agree, but in my experience there are plenty of times when there are minor changes have been implemented in <1day e.g. changed the behaviour of a butt

Generally agree, but in my experience there are plenty of times when there are minor changes have been implemented in <1day e.g. changed the behaviour of a button or interaction. The standups let the team know that the change has gone through and the behaviour is intentional

mgkimsal 4y ago
How much overlap between people are there? Last several years, the 'agile' stuff I've worked on with various teams was always individual people working on individual things. Whether my button changed behaviour or not was usually of no concern to anyone else except the product owner, and you can talk with them directly. Spending dev time talking about stuff (or hearing about stuff) you had no control over, or involvement in, was usually time wasteful. This waste wasn't always just the time wasted, but the X minutes before and after to transition in and out of 'meeting' mode. 'Daily standup' of '15 minutes' usually cost me an additional 30-40 minutes of mental time of getting back in to the 'zone' (when I was there).
ipaddr 4y ago
Should that information be part of a daily meeting that will be forgotten quickly or documented somewhere the requirement or documentation exists? How do you share this to someone off today..
snarf21 4y ago
Agreed, that is the value of the stand-up, it is forced team communication. Most teams suck at communication so it can have benefits. If you have an amazing communicating team, you don't need them. The big problem that most meetings have is lack of agenda and a meeting runner who doesn't keep people on task. Most meetings end up with one person who can't debug X so can everyone help solve that problem during the stand-up. The point of listing blockers is to pull off a sub team LATER that can help resolve the blocking issue. It is a shame because all of the corporate processes are designed simply to overcome poor and ineffective communication. If only we invested in teaching people how to communicate instead. Where I am now, they have switch to SAFe which is the least agile process I've ever seen. Planning 3 months at a time is the opposite of agile. It is really just parallel waterfall that is run as "agile" day to day. It is useless. But the higher up want their meaningless GANNT charts so here we are.

mgkimsal 4y ago

How much overlap between people are there? Last several years, the 'agile' stuff I've worked on with various teams was always individual people working on individual things. Whether my button changed behaviour or not was usually of no concern to anyone else except the product owner, and you can talk with them directly. Spending dev time talking about stuff (or hearing about stuff) you had no control over, or involvement in, was usually time wasteful. This waste wasn't always just the time wasted, but the X minutes before and after to transition in and out of 'meeting' mode. 'Daily standup' of '15 minutes' usually cost me an additional 30-40 minutes of mental time of getting back in to the 'zone' (when I was there).

ipaddr 4y ago

Should that information be part of a daily meeting that will be forgotten quickly or documented somewhere the requirement or documentation exists? How do you share this to someone off today..

snarf21 4y ago

Agreed, that is the value of the stand-up, it is forced team communication. Most teams suck at communication so it can have benefits. If you have an amazing communicating team, you don't need them. The big problem that most meetings have is lack of agenda and a meeting runner who doesn't keep people on task. Most meetings end up with one person who can't debug X so can everyone help solve that problem during the stand-up. The point of listing blockers is to pull off a sub team LATER that can help resolve the blocking issue. It is a shame because all of the corporate processes are designed simply to overcome poor and ineffective communication. If only we invested in teaching people how to communicate instead. Where I am now, they have switch to SAFe which is the least agile process I've ever seen. Planning 3 months at a time is the opposite of agile. It is really just parallel waterfall that is run as "agile" day to day. It is useless. But the higher up want their meaningless GANNT charts so here we are.