Daily words works long standing of a variety of patterns

Daily station meetings have become a common ritual for many teams, especially in agile software development. However, there are many subtle details that can help us distinguish between having an effective meeting and wasting time.

The detailed content

Stand up to keep the meeting short
What might “good” look like?
A special set of problems that arise when people try to work together
The pattern of daily stops
Who’s coming?
What shall we talk about?
In what order shall we speak?
When and where?
How do we stay energized?
How do we cultivate autonomy?
How do we know that the station will not go well?
It’s really just about getting up together every day.

1. Stand up to keep the meeting short

The Daily Stand (also known as “Daily Scrum”, “Daily Scrum”, “Morning Roll Call”, etc.) is simple to describe:

The whole team meets daily for a quick status update. Stand up to keep the meeting short.

That’s it.

But this short definition doesn’t really tell you the details that distinguish a team from a team that is having effective meetings or wasting time.

So how do you know?

For experienced practitioners, when there is a problem with the station, they instinctively know how to adjust to solve the problem.

But for beginners, it’s unlikely they’ll know what to do when things aren’t going well… And more likely, without outside help, they will simply abandon the practice altogether.

It would be unfortunate if this were to happen, as a well-run site can add tremendous value to a team.

To solve this problem, it is important to identify the benefits and problems of the patterns commonly used in daily stations. These daily stops can help less experienced practitioners, as well as remind more experienced practitioners to focus on the reasons behind their intuition.

II. What might “good” look like?

As the music comes to mind, like Pavlov’s bell, the team gets up and stands in front of a billboard covered in cards without any additional cues. This particular song is played on a loop at the same time every morning. Some people move cards to the right place in the workflow, or attach additional instructions to different colored sticky notes. Some people from outside the project group who are interested in the project also hang around to check on the progress of the work.

Noting that everyone was getting ready by the Kanban wall, the team leader activated a large screen timer that the team had previously purchased: they were interested in how much time the daily station would actually take.

A team member stands up and talks about the card closest to the deployment point on the far right of the Kanban. His deployment script still has some problems. Another panelist said she could help solve the problem. People describe each work item from right to left, top to bottom, and speak for themselves if someone else can help resolve the obstacle. On the other side, the team leader is working on improving the obstacles raised by the notes on the board.

In one case, a discussion about how to deal with a particular problem lasted a little longer. Noticing a pause, the team leader was about to raise his finger to interrupt them… Just before that, one of the team members suggested that they should discuss it offline.

Before long, all the cards had been covered, and the team leader asked if there was anyone else to add. Someone suggested that she had an interesting idea for a new feature that might make some of the planned requirements better. This piqued the interest of the product managers, who always tried to attend the station meetings, and they all agreed to continue discussing the issue after the meeting.

As the team began the traditional closing ceremony, everyone chanted: “1… 2… 3… Excelsior!” The team leader rolled his eyes. It wasn’t his idea, but he had to admit, it ended the stand on a happy note.

People spread out and started talking about the various things that came up, including obstacles, new ideas, and questions about certain work items.

3. A special set of problems that arise when people try to work together

When a group of people try to work together as a team, the daily station can be a repetitive solution to a specific set of problems.

Daily stations will be a mechanism for periodic synchronization so that teams…

Share your understanding of the goal. Even if we start out thinking we have the same understanding of what we want to achieve (or not), our understanding changes, and so does our environment. If each member of a “team” is working towards a different goal, the team tends to be inefficient.
Coordinate work. If the work doesn’t require coordination, you don’t need a team. On the other hand, if you have a team, I think the work needs to be coordinated. Poor coordination among team members often leads to poor results.
Share problems and improvements. One of the main benefits of teams over working alone is that team members can help each other when someone runs into a problem or finds a better way. A “team” whose members are unwilling to share problems and/or help each other is also likely to be inefficient.
Identify as a team. If you don’t have regular contact with the team, it’s hard to identify with the team psychologically. Even if you believe they are competent and have the same goals, you won’t feel a strong sense of belonging.

IV. The mode of daily station meeting

The daily station format is given by answering the following questions:

Who’s coming?
What shall we talk about?
In what order shall we speak?
When and where will the meeting be held?
How do we stay energized?
How do we cultivate autonomy?

Five, who will participate?

5.1 All personnel

The following people and representatives can attend: people from other areas (e.g., marketing, production support, executives, trainers, etc.), people who want to know the status and progress of the project, and people who can contribute if necessary. Communicating project status across multiple meetings and reports requires a lot of repetitious effort.

Replace some or all of your meetings and reports with daily station meetings. Anyone who is directly involved or wants to know more about the day-to-day operation of the project should attend this exclusive meeting to report on the status of the project.

but

If someone hasn’t been to a daily station meeting before, they may not know how the meeting goes, and they may act in a way that disrupts the station. This can be addressed by informing new participants and observers in advance of the expected norms of behavior.

Not all forms of reporting will (and should not) be covered by the website. For example, the overall progress of a project can be communicated through a large visual chart [1], which can be a burnout chart [1], a combustion chart, a cumulative flow chart, and so on.

5.2 Work items should also be present

Also known as: Story-centered Stations

If stories are critical to the project, they should be spoken at the standing-room.

— Brian Marick, Latour 3: Anthrax and Standups [2]

People sometimes get so focused on the runner that they forget about the baton. In other words, everyone is busy, but work items aren’t making as much progress as they should.

Instead of thinking of the daily stop as a human ritual, think of it as a work item (for example, user stories that are common in agile development), where people are just there to speak for the work item… Because obviously work items don’t talk.

Yesterday-today-obstacle issues can still be used, but from the point of view of the work item rather than the person. This also means that probably not everyone will speak and we are under no obligation to say anything that is not relevant to the progress of the work.

With a clearer focus, people are more likely to raise obstacles, register and resolve them without prompting.

but

Not requiring everyone to speak may mask the problems of those who are shy or reluctant to speak [3]. This is harder to spot when work items are the focus.

6. What shall we talk about?

6.1 Yesterday-Today – Obstacles

Also known as: The Three Questions

Some people are talkative and tend to spill a lot of information when they tell a story. Others hear about a problem and want to fix it immediately. Long meetings tend to lead to a loss of focus, and participants not directly related to a long discussion tend to get distracted.

You can organize your daily stations in the following format:

What did I accomplish yesterday?
What am I doing today?
What obstacles are holding me back?

These are the problems that satisfy the smallest subset of daily station goals. Other topics of discussion (design, small talk, etc.) should be deferred until the end of the meeting.

Olve Maudal suggests that the order of these questions should be reversed to highlight the importance of the question:

What obstacles are holding you back?

What are you doing today?

What have you accomplished since yesterday?

– Olve Maudal, Daily Station – Maybe the third question should come first? [4]

Lasse Koskela addresses these issues in a different form by emphasizing that team members should not report to the leader:

Each team member, in turn, provides three pieces of information to his teammates:

What I’ve done since yesterday’s meeting

What I want to accomplish today

I need other people’s help to solve the obstacles

— Lasse Koskela, On Scrum and the Curse of Three Problems [5]

Jonathan Rasmussen offers a different phrasing to change the dynamics of the conference:

What did you do to change the world yesterday?

How are you going to get this done today?

How are you going to remove those obstacles that stand in your way?

Answering these kinds of questions can completely change the dynamics of the meeting. Where you used to just stand there and give updates, now you announce your intentions to the world.

“– Jonathan Rasmussen, The Agile Knights

Some teams also added additional questions:

Buffer adds a section where people can share areas they are working on improving. [7]
Thomas Cagley suggests looking for risk. [8]
Mark Levison found it useful to add more targeted improvement questions. The last two issues may need to be modified to suit specific circumstances.

What did you accomplish yesterday?

What did you promise to do today?

What are your obstacles/obstacles?

What code smell did you find yesterday/missing unit tests /… ?

What improvements did you make to the code yesterday?

— Mark Levison, Variable of the Daily Station [9]

but

The structure of the daily station meeting is only a means, but the purpose is to synchronize project information on progress, problems, risks, obstacles, etc. If you can’t gather the information you want from these structured questions, consider a new list of questions. As the team matures, you may find that you want to adjust the structure of these issues, which reflects how the pattern has evolved.

A more serious problem is that yesterday-today-barriers can cause too much focus on personal commitment rather than on the right things… This question can be referred to “off board”.

6.2 improve plate

Also known as: Blockboard, Obstacle Board, Kaizen Newspaper

Obstacles raised during the meeting were not resolved in a timely manner or otherwise.

Post the proposed obstacles on the improvement board. This is a publicly visible whiteboard or chart that is used to document the obstacles that have been raised and track their progress towards resolution. The improvement boards can be updated outside of the station and serve as a more direct and perhaps less confrontational way to initially raise obstacles. A common mistake is to write words that are not large enough to describe the disorder, making it impossible to read it from a distance.

The act of writing a problem down and explicitly acknowledging it is a very simple and reliable way to cut down on lengthy discussions. So even if not everyone agrees that a particular item is a roadblock, it’s worth simply noting it down for later discussion.

You can include a count of the number of occurrences on each proposed obstacle to highlight which issues are usually more important and need to be addressed first.

The design of the improved board can be done in several different ways. For example, a board has the following structure:

The problem	count	Inhibition of	countermeasures	state
Name of the problem	The number of continuous occurrences	Short-term solutions	Long-term solutions based on root cause analysis	Plan – Do – Check – Action

The other style is more like a taskboard:

To be processed	In the processing	Has been completed
Index cards represent raised obstacles	When we start dealing with obstacles, they move over here	When we get rid of the obstacle, they move over here

but

If too many obstacles are put on the improvement board that the team cannot solve, the improvement board risks becoming a complaint board.

In what order shall we speak?

7.1 Last to arrive first to speak

Before the standing session begins, participants need to know who should speak first. Letting the moderator decide who should speak first is a subtle, but certainly anti-self-organizing, model. The team should know who speaks first, without any intervention.

As a simple rule, the person who agrees to be last to speak first has the added benefit of encouraging people to show up on time.

but

The last person to arrive may also be the one least ready to start the meeting.

7.2 Speaking in order

During standing sessions, participants need to know who should speak next. Having the moderator decide who will speak next is a subtle, but certainly anti-self-organizing, model. The team should know who is going to speak next without having to intervene.

Use a simple predetermined rule (such as speaking order) to determine the next speaker. It doesn’t matter if the order is clockwise or counterclockwise. It’s important that the team chair the meeting, not the moderator or manager.

7.3 Pass the token

With a simple, predictable ordering mechanism (such as sequential speaking), it is easy for participants to ignore what others are saying and not pay attention until they are close to their turn. When it’s not their turn, they may be thinking about something else instead of paying attention to what others are saying.

Introduce an unpredictable ordering mechanism, such as using a speech token (for example, a ball) to determine who should speak next. With the speaking token, it also simplifies the process of deciding who will speak first, since this will be the person who happens to get the token (or the first person he or she will throw the token to).

Passing tokens adds a bit of fun to the daily station while avoiding the problem of people losing their concentration.

I first learned about this model when I was working on a project with Simon Stewart. We were using a little juggling ball, but almost anything can be used as a token. Other teams have used footballs and even stuffed animals.

but

For larger teams, it can be difficult to remember who has spoken. In this case, it might be easier to stick with a simple mechanism like sequential speech.

Depending on the culture of the organization or even the team, passing a ball around may seem unprofessional and may create an unnecessarily negative perception of the basic ritual of the daily standing meeting.

7.4 Get a card

During standing sessions, participants need to know who should speak first and who should speak later. Letting the moderator decide who should speak is a subtle, but certainly anti-self-organizing, model. Teams may not be keen on passing tokens because they usually have coffee cups in their hands.

Each team member can pick up a card to determine the order of presentation [10]. Imagine a stack of cards, each with a number on it, and when each team member comes to the meeting, they can choose a card and be told in what order they want to speak.

7. Walk the Board

Also known as: walk the wall

Standing will keep everyone busy. The sidetrack keeps everyone focused on the most important things.

— Bret Pettichord via Twitter

Another problem with the traditional form is that there is no coherent discussion of tasks or workflows; Instead, each topic appears briefly in the order in which team members speak. This can make it hard to tell what’s going on.

— Dave Nicolette, another form of the daily station meeting [11]

People are more focused on busy work than real work progress, so this prompts you to switch to having work items present instead of people present. However, even with this workitem-focused site meeting, it is still difficult to understand the status of the project when sorting mechanisms such as sequential speeches or token passing are used.

Boards, which are organized by walking through each work item on the visual Kanban/task board.

Most agile and lean teams use a visual management system to show the work being done. For agile software development, this visual management system might be referred to as a “taskboard,” a “story wall,” or a “Kanban.” These boards show the flow through which work items will flow. Progress is usually indicated by moving cards on a board. Ideally, the top and bottom positions of the work item will indicate the priority.

With this board, participants in station meetings check the progress of work items in order from the end of the process to the beginning of the process (for example, right to left) and from highest priority to lowest priority (for example, top to bottom). You can even specify on the board what order should be used.

Pawel Brodzinski suggested a default order [12] :

Hinder the matters
Urgent or urgent work items
Work item that has not moved since the last session (may be stuck)
Everything else is in order of priority

but

Obviously, having a Kanban/taskboard is a prerequisite, but not all teams have it. In this case, a person-to-person model would be more appropriate.

If you don’t use a rotating host or other self-organizing model, you’re more likely to get bogged down in reporting to your boss.

VIII. When and Where?

8.1 Meeting at work site

Hold meetings on the job site, not in a conference room.

— Marc Graban, Daily Meetings at Everett Clinic [13]

The workplace has many memory triggers about what’s going on.

We also don’t want these daily meetings to require a lot of effort to find, book and walk to the conference room.

Hold meetings on the job site, not in a conference room. If you have a “story wall” or “Kanban board,” it’s best to have a meeting right in front of it.

but

Meeting in front of a “story wall” or “Kanban” where the noise of the meeting may disturb people nearby. This usually indicates that there is a problem with the design of the workspace, but it must be acknowledged that the problem exists.

8.2 Same place, same time

We want the team to feel a sense of ownership of the meeting. We also want interested stakeholders to come and watch the stand-up to avoid scheduling another similar state-synchronized meeting, benefits that would be difficult to achieve if one team member were allowed to delay the time or change the location at will.

Get the team to agree and hold daily station meetings at the same place and time. Don’t wait for late comers, including architects and managers. Meetings are for the whole team, not just any one in particular. This is especially important if you use the site as a way to start the day.

Some stricter teams may impose fines on latecomers. I tend to be cautious about any form of punishment mechanism, preferring to bring these things up for public discussion.

but

Same place, same time is not blindly rigid. It’s important to emphasize that the start time should be roughly the same and rescheduling should be rare. If meetings need to be rescheduled frequently, this may be a sign that the start time should be adjusted. If a particular location is inconvenient for everyone, it may also be a sign that the location should be adjusted.

8.3 Use of the station will be used as the start of the work day

Daily stations provide attention and awareness of unresolved issues. If the stop happens later in the day, this attention and awareness can be wasted.

Use the station as a starting point for the work day. Since many companies use flextime, not every team member will arrive at work at the same time, a common response to “flextime” is to use a set of core work hours, where all team members are in the office during a certain period of time (for example, 12 noon to 4 p.m.). The station start time should be the beginning of the core working time for this group. Similarly, if team members often need to arrive late for personal reasons (for example, to take their children to school), the start time should be set at a time that everyone can attend.

but

People may be inclined not to deal with any project-related tasks prior to the standing meeting. If the station starts late, the waste of working time can be serious. Normally, people might just use it to do things like check email, fill in a schedule, etc. But the practice of “starting the day” by standing, and scheduling it later in the day, may be worth investigating.

8.4 Do not use the station as a start to the work day

Stations are often used as rituals to set the focus of the day, especially if you use them as a way to start the day. Because of this, team members often don’t do development work until they get to the site. This tendency can have a significant impact on productivity when stations start late.

Don’t use the station as a way to start the day. Don’t schedule your daily stop in the morning so you don’t mentally start your day.

but

If the daily stand is not the beginning of the day, then it can no longer be used as a common ritual to set the focus of the team’s work at the beginning of the day. Depending on the team, this may not be worth the significant increase in efficiency.

When there are many projects using station meetings, more than one station may be held at the same time. Observers who are interested in more than one event may wish to change the time of the event so that they can all attend. This is problematic because if the observer can force the station to adjust to his/her schedule, it can jeopardize the team’s sense of ownership. Nevertheless, it must also be a consideration when deciding when to hold the daily station meeting.

How do we stay energetic?

9.1 Huddle

One problem I often see is that people tend to treat the daily station as a simple personal report. “I did this… I’ll do that “– and then move on to the next person. A more ideal approach would be something closer to a football huddle.

— Jeff Sutherland, Origin of the Daily Station [14]

The volume of speech affects concentration and the effectiveness of communication. Physical distance changes the volume required for communication. Some people do not speak loudly and feel uncomfortable doing so.

A standing meeting should be more like a huddle than a meeting. If it’s hard to hear, let everyone move closer. In addition to allowing a more relaxed volume of speech, body distance tended to make participants more attentive. Being able to stand closer together is also a sign that team members trust each other. If you’re not familiar with it, it’s usually just a matter of greeting people with hand signals and saying something like “Let’s form a circle” to get started. If the size of the circle hasn’t changed for a while, consider explaining the reasons for shrinking the circle before trying to get people to get closer together.

but

Teams must balance intimacy and privacy. Even in highly trusting groups, there are cases where people stand too close for comfort, often with participants nervous and/or fidgety.

9.2 stand up

Ask all participants to stand up during the meeting. The use of a standing station will connect the body with the feeling and alert participants to physical discomfort when the meeting goes on too long. A simple way to encourage this is to hold meetings without chairs.

but

Standing up often shortens a meeting, but there is no guarantee that the meeting will be the optimal length. Instead of trying to shorten the time, people may get used to the discomfort. Also, if the meeting doesn’t take too long or stray from the subject, standing up is an unnecessary ritual.

9.3 15 minutes or less

Most people go into a trance during a long meeting. A long meeting is a horrible, energy-sapping way to start the day. A specific time requirement helps remind us when we should consider reducing meeting time.

Limit your daily standing sessions to 15 minutes or less. The average person’s attention tends to wander after 15 minutes, which makes it difficult to set priorities.

but

Fifteen minutes might still be too long for a smaller team. Even for large teams, 15 minutes is a good limit due to the impact of attention. Also, be aware that the meeting may be so short that at the end of the meeting, participants still don’t know what happened and don’t know who to talk to to find out.

The end of 9.4 signal

After the last person speaks, the team may not be immediately aware that the meeting is over. When people gradually realize that the meeting is over and leave separately, this will not make the meeting end on a happy note, but will lead to low energy.

Use a sentence (e.g., OK, enjoy your lunch, everyone. [15]) or some other action to signal the end of a standing meeting.

9.5 Meeting Time

It’s hard to tell qualitatively whether a meeting is taking too long, especially as it grows in length.

Time the meeting and publish the results. Most of the time, attendees don’t realize the impact of storytelling, aren’t prepared for “offline solutions,” or aren’t prepared for how long the meeting will take. We’d better make meeting time quantifiable.

but

As with all measures, meeting time constraints should not be imposed unless there is an effort to achieve a realistic goal. Once the goal is achieved, metrics should be abandoned. Measuring for no particular reason leads to skepticism and apathy towards metrics.

Time is a proxy for energy, attention, and rhythm. Pay more attention to these things than to time.

9.6 Offline solution

Some people hear about a problem and want to solve it as soon as possible. Long meetings tend to be draining, and participants not directly related to a long discussion tend to be distracted. It is important to acknowledge that further offline discussions are needed to resolve the issues raised. But some people find it uncomfortable to interrupt to maintain their standing time.

Use a simple and consistent phrase (such as “solve it offline”) to remind that such discussions should take place after the daily stop. If the discussion is small talk, there is no need to do anything more. If a solution to the problem is being discussed, the moderator (and ultimately only the team) should make sure that the appropriate follow-up person is nominated or enrolled so that the problem can be addressed later.

In addition, some teams use more indirect signals.

For example, Mike Cohn describes the use of a rubber mouse to mean “we are entering a rat hole” [16].

Benjamin Mitchell describes a Two Hand Rule:

. If someone thinks the current conversation is off topic or no longer valid, they can raise their hand. As soon as a second person raises their hand, that’s the signal to stop the conversation, and we should stop talking and continue with the rest of the meeting. After the standing session, the speakers may continue their discussion.

Benjamin Mitchell, Stuck in a lengthy Agile site meeting? Try the two-handed rule

but

There’s a difference between solving a problem and clarifying it. A message that is not understood is useless. The extent to which clarification is allowed should depend on the size of the team and whether it affects “15 minutes or less.”

10. How do we cultivate autonomy?

10.1 Take turns as moderator

Team members tend to report to the leader, that is, they only talk to the meeting moderator, not to each other. Only the meeting facilitator is raising and resolving the process issues related to the meeting. We wanted the team to take ownership of the event, which meant eliminating the need to rely on a single host.

Take turns as moderator. Take on the rotating role of facilitator and be responsible for ensuring that people attend and abide by the agreed rules.

but

Teams without experience can learn a lot from experienced coaches. But more importantly, the team should be given more control over the site. In some cases, an explicit moderator should not be needed at all.

10.2 Disconnect eye contact

Team members tend to report to the leader, that is, they only communicate with the meeting moderator, not with each other. We want the team to be in the driver’s seat, which means eliminating any reliance on a single moderator.

As a clever way of reminding the speaker, the moderator should break eye contact and have him/her address to the group rather than just to the moderator. One way to do this is to walk around so that the current speaker cannot see the moderator [19].

11. How do we know that the station will not go well?

I endured three years of regular station meetings. The person who causes the most pain in meetings is my boss (I call him Wally). His main reason for holding the station meetings was not to be more efficient or to embrace XP, but to shorten the time he spent interacting with the people directly involved in the product. … For Wally, however, standing meetings (like Monday’s 7 a.m. meeting and Friday’s 5 p.m.) are a loyalty test designed to strengthen the relationship between employer and employee.

— Phillip A. Laplante, Station meeting and delivery: Why I hate Station meeting [20]

There are some “taste” that are good indicators of things going wrong. It’s important to note that even if there’s no “bad smell,” it doesn’t mean the station will go smoothly. It just means it doesn’t “stink.”

Most of the “flavors” below relate to previous patterns. For teams that don’t care about the stand-up model, the underlying problems are often more subtle, and beyond the scope of the daily stand-up, people must come up with their own solutions.

11.1 Focus on the runner and ignore the baton

People focus so much on what they are doing that they lose sight of whether their efforts are actually advancing the work. Reorganize the meeting to focus on work items.

11.2 Report to the leader

Team members speak to the manager or the meeting moderator rather than to the team. This indicates that the daily station meeting is for the manager/moderator, but in fact the station meeting should be for the team. There are several ways to break this dependency: rotate moderators, break eye contact, change the form of yesterday-today-obstacle, use passing tokens, etc.

11.3 People who are late

This problem is solved directly in the same place, at the same time, but as mentioned earlier, the frequent occurrence of this problem may indicate that the station is at the wrong time or place.

There are other models that can be used to deal with this situation, such as fines. However, I generally do not recommend these practices because they imply that the problem is extrinsic, and that the problem is more likely to be caused by something else.

The 11.4 stop will start very late

Because standing is considered the start of the day, many people don’t do much work before standing. Depending on the time of the morning standing, this can have a significant impact on the available working hours. This leads to the idea of not using the site as a way to start the day.

11.5 Social activities

One of the goals of the station meeting is to increase the social activities of the team. However, the daily stops are not meant to allow team members to “catch up” with each other on things unrelated to the project. It is difficult to provide examples of whether socializing enhances or distracts team building. But the effect of social activities at daily stations can be seen in the behavior of participants who are not directly involved in social activities. If their focus is still high, it might just be team-building; If their attention is slipping, address it offline, perhaps offering another seminar to act as a cold water cooler.

11.6 I don’t remember

What did I do yesterday? … I don’t remember… What am I doing today? … I don’t know…

Lack of preparation will cause the station to slow down, resulting in a loss of energy. This can also lead to failures of 15 minutes or less, which can lower energy levels even further.

A good way to avoid this problem is to change the way the station is held so that the work item is present and the status of the work item is updated by going off the board.

Otherwise, for everyone to know the answer to yesterday-today-barrier, you can only expect everyone to be responsible.

11.7 to tell stories

Instead of providing a brief description of the problem, participants provided enough detail and context that the attention of others would be diverted. The general rule of the stand-up is to identify obstacles only during the stand-up and discuss details after the stand-up. This can be summed up as “describe the title, not the whole story” or “solve it offline.”

11.8 Solve the problem

Now is the time to ask questions and articulate ideas, not to dig deep into them.

— Marc Graban, Daily Meetings at Everett Clinic [13]

The key to keeping stops to 15 minutes or less is to limit storytelling and not give in to problem solving during meetings. Let them work it out offline.

11.9 low energy

Low energy can mean a slower pace due to storytelling, problem solving, etc. In this case, guide your team members offline. Low energy may also mean that the team is too large, or that the station starts late. It is suggested that instead of using the station as the start of the day, try not using the station as the start of the day.

11.10 No barriers are raised

Also known as: travel notes [22]

There may be several reasons for not raising an obstacle: not remembering, high tolerance, lack of trust in raising the problem (because the obstacle was not resolved), no convenient way to raise the problem, and so on. Moderators should be careful to encourage people to raise obstacles.

The introduction of improved boards can provide a medium of low confrontation. Reviewing meetings [23] is an effective way to discover the root causes of the unaddressed barriers.

11.11 The obstacle is not resolved

Aside from blaming environmental impacts, the surest way to stop people from raising obstacles is to not address them. To make it harder for people to forget and/or ignore obstacles, you can track them publicly with improvement boards.

11.12 Obstacles will only be raised during standing sessions

Stations can act as a safety net to overcome obstacles, and in the worst case, obstacles can be communicated to the entire team within a day. However, the site is not designed to prevent problems from being raised and resolved at any time in the day. It may be helpful to introduce another practice, such as an improvement board, to address obstacles. If the improvement is still not effective, a retrospective meeting can be conducted to analyze the root cause.

12. It’s really just getting up together every day

Hopefully this article has provided you with some more details on effective site practices and common indicators of problems. We should be aware that standing every day is not just about standing together every day.

Finally, it’s important not to care too much about every mode, or even to have some “flavor.” Remember the question we’re trying to solve: Are people energized? Are people sharing questions and ideas? Are people focused on our goals? Do people work together as a team? Does everybody know what’s going on?

If you can answer in the affirmative to these questions, the meeting is likely to go well. After all, it’s really just about getting up together every day.

References:

http://xprogramming.com/artic…
http://www.exampler.com/blog/…
http://blog.mountaingoatsoftw…
http://olvemaudal.wordpress.c…
http://radio.javaranch.com/la…
https://book.douban.com/subje…
http://joel.is/an-invitation-…
https://tcagley.wordpress.com…
https://agilepainrelief.com/n…
http://%20web.archive.org/web…
http://web.archive.org/web/20…
http://brodzinski.com/2011/12…
http://www.leanblog.org/2010/…
https://www.linkedin.com/puls…
http://edgibbs.com/2006/08/07…
http://www.marketplace.org/20…
http://blog.benjaminm.net/201…
http://radio.javaranch.com/la…
http://www.netobjectives.com/…
http://queue.acm.org/detail.c…
http://web.archive.org/web/20…
http://blog.jbrains.ca/permal…
http://www.retrospectives.com/

The little boat brother is quick

Author: adoudou

Disclaimer: The article was forwarded on IDCF public account (devopshub) with the authorization of the author. Quality content to share with the technical partners of the Sifou platform, if the original author has other considerations, please contact Xiaobian to delete, thanks.

June every Thursday evening at 8 o ‘clock, [winter brother has words] happy a “summer”. The address can be obtained by leaving a message “happy” on the public account

0603 invincible brother “IDCF talent growth map and 5P” (” end-to-end DevOps continuous delivery (5P) class “the first lesson)
0610 Dong Ge “Take you to play innovative design thinking”
0617 “What is Agile Project Management?”
0624 “Agile Leadership in the Age of Vuca”

Daily words works long standing of a variety of patterns | IDCF