In this article, we will look at how daily siting can be used to better facilitate effective team collaboration and focus, facilitate the smooth flow and delivery of requirements, and expose problems and risks in a timely manner.

In the previous article “agile | kanban and stand will be” simple mentioned station will issue, the following article will discuss the daily station will be how to smoothly, and combined with the use of whale boat.

1, the goal of the station

The most familiar is the Scrum Scrum, which typically involves the team sitting in a circle and answering three questions in turn:

  • What did you do yesterday?
  • What are you doing today?
  • What are the obstacles or problems?

Through sittings, Scrum team members learn about the work of other members and collaborate better to achieve iteration goals.

In the RESEARCH and development management platform of Jingzhou, we use kanban to show the flow of value stream of product demand at a glance. The practice of visual value stream is implemented in place, and the three problems of the station can be clearly displayed on kanban.

So we said, what is the goal of the station? Returning to the goal of r&d effectiveness itself: to deliver useful value smoothly and with high quality, the site will, in turn, focus on the flow of value and demand rather than on individual work.

That is to say, our daily station meeting aims to quickly synchronize the current work with the ongoing content through this face-to-face form, and have a global understanding of the project progress and development progress, so as to quickly find problems and solve them, and ensure the final value of high quality delivery as much as possible.

2, the premise of the station

Before the stand-up meeting, or before leaving work the day before, team members make sure that the status list of requirements in the iteration matches the actual status.

3, the organization of the station

  • Frequency: no more than 15 minutes every day (working day), usually 10 minutes after the start of work in the morning. The specific time can be adjusted by the team according to the actual situation, and it is unnecessary to specify the time.
  • Three of the same: the same team at the same time, the same place in front of the kanban stand, formed a fixed rhythm, will become a team habit;
  • Coordinator: Team members gather around the board, and a team leader reads the board in turn.
  • Screen casting: In order to make the stand more focused and efficient, everyone and standing, only the team leader or the walking reader can bring a computer to screen casting.

4, the site will focus on the information

Instead of looking at every single card, we will focus on issues and obstacles that affect the flow of value in order to facilitate the smooth flow and delivery of value

  • Bottleneck and queue: when a certain link is not smooth, the backlog of demand will form a queue, which is the bottleneck. The bottleneck is the primary focus of the station, because the flow of the system is often determined by the bottleneck. Only when the bottleneck problem is solved can the value flow smoothly. Kanban shows that a particular column has a particularly high number of requirement cards.
  • Critical defect: Defects impede the flow of requirements, and how prone defects are to backlogs of requirements that impede the flow of other requirements. Defects that block the flow of demand need to be solved in a timely manner. It is expected that defects should be cleared daily (solved within 24 hours after defects are discovered, or even solved on the same day), defects should be discovered and closed in a timely manner, and stock defects should be kept at a low level. Take 1-2 minutes to review the status of the overall defect.
  • Key needs: refers to the key needs involving key business interests or risks, which need to be highlighted.
  • Impediments and problems: Requirements that do not flow properly due to external (e.g., dependencies) or internal (e.g., design defects) reasons. The team needs to focus on blocked requirements, track and facilitate problem resolution, and restore their flow in a timely manner. Kanban can be marked with red labels.
  • Requirements that are due or about to expire: Some requirements have a clear deadline for completion, such as requirements that have external commitments. If they are about to expire or have already expired, special attention needs to be paid to ensure that commitments are met. In kanban, requirements that are about to expire are highlighted in orange, and requirements that have expired are highlighted in red.
  • Interruption: The supply of a step is insufficient and the value stream is interrupted. As shown in the figure above, the column “Designing” has no demand. In this case, the upstream queue needs to be supplied to this column as soon as possible.
  • Problems not reflected on the kanban: After reading the kanban, one more question needs to be asked: “Are there problems and requirements not reflected on the kanban?” . The team needs to focus on issues that are not reflected in the kanban, and the team and the site coordinator need to consciously think about whether such issues should be reflected in the kanban to improve visibility and progress.

5, station meeting: promote the smooth flow of value

In stand-up meetings, promote value flow, avoid spending too much time on a single issue, and keep lengthy discussions to a smaller group after the meeting.

A team of less than 15 people should be able to complete the stand in 15 minutes. In reality, a stand with poor effect usually takes longer. Changes brought about by the discussion in the forum should be updated to the kanban in real time. If there is any problem, it should also be recorded in time.

6, after the station, information transparency, risk and problem follow-up

Achievements to be achieved:

  • Kanban has been updated to reflect the results of the forum discussion
  • Identify problems impeding the flow of demand and resolve them on site or arrange follow-up actions after the meeting;
  • Team members understand the overall progress and status of the project;
  • Team members know their priorities;

After the meeting, there will be a small discussion on issues that will take longer to resolve.

Conclusion:

  • The objectives of the forum are: to promote effective team collaboration and focus, and to facilitate the smooth flow and delivery of value;
  • Taking value delivery as a clue, the station will examine the state of demand from right to left, focusing on discovering and dealing with problems in value flow;
  • Instead of relying on a site to check everyone’s work, the status and issues of value delivery should be clearly visible on the kanban;
  • More collaboration should occur in real time and should not rely solely on the site for team collaboration;

A good site should help the team understand the overall value flow status, promote effective collaboration, and timely deal with value flow problems to ensure the smooth flow of value. .

Jingzhou — Digital intelligence Lean Agile R & D management tool platform.

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