¿Cómo evitar las trampas o desafíos comunes de las reuniones diarias de pie?

Based on my experience, actively engaging all team members daily and keeping stand-ups brief, around 15 minutes, helps mitigate potential pitfalls to a significant extent.

Pro Tip - Agile Scrum Stand Up Meeting Guidelines - No longer than 15 minutes - Occurs daily - Same time every day - No skipping a day - Every team member participates Matt Rebeiro - Challenging the Status Quo #agile #scrum #standup #mrtip

To avoid common pitfalls in daily standups, clearly define the purpose keeping the meeting focused on progress, plans, and blockers. Select a consistent time and place that suits the entire team. Encourage active participation and open feedback to ensure all voices are heard. Address blockers immediately to maintain momentum. Make the meeting engaging by adding variety or humor to keep it dynamic. Regularly review and refine the format based on team feedback to enhance effectiveness. Consider maintaining brevity, limiting side discussions, and ensuring the meeting remains focused on collaboration

To avoid common pitfalls in daily standup meetings, the first step is to clearly define the purpose and format. Standups should be brief check-ins focused on what was completed yesterday, what will be done today, and any roadblocks. Keeping this structure prevents the meeting from becoming a long discussion or problem-solving session, which can be handled separately. Additionally, encourage team members to stay concise and relevant to the sprint’s progress. Limiting the time (typically 15 minutes) ensures efficiency and keeps everyone focused on moving forward with their tasks, rather than getting bogged down in details.

To streamline daily standup meetings, set a 15-minute time limit and focus on the three key questions: What did you do yesterday? What will you do today? Are there any blockers or obstacles? Avoid problem-solving during the standup and address issues separately. Encourage participation from everyone and make the meeting remote-friendly by using video calls and collaboration tools. Clarify objectives and scope to avoid confusion and keep the agenda simple. Rotate facilitation to keep meetings fresh and give everyone ownership. Respect everyone's time by making updates meaningful and relevant to the entire team. These strategies help ensure a productive and effective standup meeting.

I learnt agile from Kaizen while working with the Japanese. There is no prescribed fixed way to operate. Instead, it simply provides a framework. Therefore the focus of a daily standup should be purely on the following: 1-progress update on delivery of the tasks for that period (generally a sprint) 2-understand if the team can help (if needed) from within for any of the tasks for that period 3-requesting help to unblock work sitting with an external team 4-confirming any further discussions as needed outside the daily standup with a smaller subset of people so that the discussion can have a better, more productive outcome. My daily standups do not allow: 1- more than the allocated time 2- any technical discussions during a standup

To ensure that Daily Standup calls are solving the purpose, define the format of the meeting clearly and communicate it to your team. It should be timeboxed to ensure maximum participation while discussing critical issues, task updates.

In today's world many teams are in different time zones and locations in the world. Making a preference for one time of day assumes one time zone is doing it right, which already sets a bad tone.

To avoid confusion leading to cancellation or postponement, time and venue of the daily standup meetings should remain consistent. If virtual, the meeting software and time should be consistent as well.

Selecting the optimal time and location is crucial for effective standup meetings. Aim for a time that suits everyone’s schedule, typically early in the day. The location should be a quiet, cozy spot close to the workspace or a stable online platform for remote teams. Ensure there’s a buffer before and after the standup to maintain the team’s concentration and momentum.

Pitfall: Going Over Time Solution: Enforce Time Limits: Set a strict time limit (e.g., 15 minutes). Encourage team members to focus on essential updates. If discussions are needed, schedule them separately after the standup.

Parkinson's Law suggests that work expands to fill the time allotted for it. When considering meetings, be mindful of this principle and carefully choose the duration based on goals, agenda, and attendees. You might even explore unconventional meeting lengths or start times. Explore the concept of daily or weekly brief meetings or huddles lasting ten to fifteen minutes. While short meetings can be highly effective, remember two crucial points: (1) certain important topics may require dedicated meeting time outside the huddle format, and (2) always start and end these brief meetings punctually to maximize their effectiveness and attendee satisfaction.

"The right" = what Scrum Team agrees upon. I usually see no issue in performing other tasks before Daily Scrum (given the purpose of Daily Scrum is absolutely clear to everyone). Start somewhere and improve along the way

Choose the right time and place for your daily standup. Pick a convenient time that suits all team members and select a location where everyone can easily join, ensuring optimal participation and engagement.

One of the hardest parts of guiding a team to having successful daily scrums, is just to get the team to talk to each other. Scrum Masters or Agile Coaches need to be stepping into the background but by driving the conversation is counter to that goal.

I consistently solicit for feedback and keep the focus on the work, with forward movement. Additionally, I keep it positive and drive others to engage and collaborate.

The aim of the daily stand-up meeting should not only be to share a status update. It should also foster a way for the team to collaborate and work together. As a scrum master, ask questions to understand point of view of different colleagues. This will help the team feel more engaged.

In addition to what was rightly said from previous comment, try to focus on the shy team members. Extrovert people will not need your help to express their ideas and feelings, introvert might. Also, one very important point from my point of view: share thanks and congrats publicly, keep criticizes private. If one team member is deviating or have inappropriate comment during the meeting, contact said member in one-to-one to "reframe" him/her. It's crucial for the meeting to remain a safe and trustworthy moment and place.

In order to have a more participation we should have a open conversation, help the scrum team ease the situation, help them understand that the standup is for their place to raise voice on things that goes bad and cheerful each other when things are right. Create standup to be a place where the team can have a healthy conversation rather than it being a place for just updates and status. Use stand ups as a conversation space rather than a normal boring meeting. create a space where the team have healthy conversations helping each other and work together reaching the sprint goal

As a project manager, you should make sure everyone has a chance to speak and share their updates. Invite team members to provide feedback on the meeting format and process, so you can make improvements. This involvement helps keep the meetings engaging, relevant, and productive for the entire team.

A daily standup meeting is a great way to kickstart an interactive and productive day without hesitation. In my perception, the daily standup not only aims to provide daily updates but also emphasizes interconnectivity among the team. Furthermore, discussing and commenting on the progress of tasks during the daily standup can lead to a more motivated day for each individual.

Participation, accountability and feedback is the basis of agile working. Daily standups and retros offer everyone in the team: 1- An update from individual team members their work 2- An understanding of how the update from others affect each other's work 3- A chance to identify gaps as the team progresses. This purely comes down to each team member participating with clear updates and feedback. There is very little chance for team members to not deliver or hide behind other work. It should be by design a transparent and flat work culture.

As a scrum master, create a supportive atmosphere where all team members feel comfortable sharing updates and raising concerns. Rotate facilitation roles to promote engagement and empower individuals to contribute. Prompt specific questions to elicit meaningful responses and ensure everyone's involvement. Additionally, welcome feedback on meeting effectiveness and adjust accordingly to address any concerns or suggestions. By fostering a culture of participation and feedback, stand-up meetings become more inclusive, productive, and beneficial for the entire team, leading to improved communication and alignment towards project goals.

I believe in encouraging an open and supportive atmosphere during standups, which is key to effective collaboration and issue resolution. It ensures everyone's voice is heard, contributing to a more engaged and productive team.

One thing I try to get the team to focus on 2 areas 1. Where do I need help to make faster progress? 2. What issue or dependency is blocking me from getting work done? Send these 2 questions in adavance & ask the tesm to come prepared with their answers. Also, make sure team members are talking to each other, not "making a report" to the Scrum master.

I have found that the first impediment to remove should be the team not addressing their own impediments first. Self-managed teams need the ability to communicate with other teams and manage dependencies between teams. Developers should be trying to get the impediment clear on their own first--and then engaging the scrum master if their attempts fail.

Addressing blockers and issues is a critical aspect of managing a team’s progress and performance. Blockers can be anything that hinders a team member from completing their tasks or goals. These could be dependencies, bugs, or conflicts. On the other hand, issues are factors that affect the quality or scope of the project. These could be changes, risks, or errors. It’s important to identify and prioritize these blockers and issues during the standup meetings, and assign them to the responsible person or team. Following up and resolving these issues as soon as possible is crucial. This can be done in a separate meeting or through other communication channels.

Use the standup as an opportunity to identify and address any blockers or issues that may be hindering progress. Encourage team members to be proactive in seeking assistance or offering support to resolve blockers promptly.

As a project manager, it is very important that you encourage team members to openly discuss any obstacles they are facing that could hinder progress. By focusing on identifying and resolving these blockers during the meeting, you ensure that the team stays on track and can adjust plans as needed. This proactive approach fosters collaboration and keeps everyone aligned towards achieving project goals effectively.

Remote Team Challenges: Pitfall: Difficulty in managing standups with remote or distributed teams. Solution: Leverage video conferencing tools, use collaboration platforms, and consider different time zones when scheduling.

Ensure there is a clear, concise process for reporting and resolving impediments. Encourage team members to succinctly state their blockers without delving into problem-solving during the stand-up. Assign a follow-up or side conversation for in-depth discussions on complex issues. Empower a dedicated person, such as a Scrum Master, to take immediate action on reported blockers, ensuring they are addressed swiftly outside of the stand-up, keeping the meeting focused and efficient.

While we do what to surface them and increase visibility of them during the daily scrum the session should not turn into an impediment deep dive or working session to resolve them. Identify the blockers, share their impacts with the team and add a couple of thoughts on what you plan to do but anything over and above that should be taking place outside of the daily scrum with the right attendees who can help to bring the blocker to a close or reduce the impact. The effect of discussing blockers in detail in the daily scrum is often team members who aren't directly effected by the issue become disengaged with the session and drift into other tasks instead of being a full participant in the discussions.

As a Scrum Master, I encourage team members to openly share obstacles, and collaborate on solutions. This proactive approach ensures a smoother workflow and timely problem resolution

To navigate daily standup challenges, specifically addressing blockers and issues, avoid the temptation to delve into lengthy technical discussions or use this time for progress reports to management. Instead, employ strategies such as a "parking lot" for off-topic subjects to maintain focus on the sprint goal and ensure committed work is on track for delivery. Highlighting and addressing any blockers during these meetings is crucial for keeping the team's progress smooth and uninterrupted. This approach helps in concentrating on immediate obstacles that might hinder the team's workflow.

Starting a scrum with something fun or non-work related is an excellent way to begin. This helps kick off with a light mood. The aim should be to start on a easy note but also keeping it very short to enable the scrum to complete within the time frame.

I don't try to make the scrum fun--it can elongate the event. The teams I work with focus the fun on the retro and planning events--and with the team chat outside of the scrum. When we get together to scrum--it is all business.

Let’s turn our daily standup meetings into a lively hub of interaction and growth. Let it be a stage where learning is fun. Incorporate icebreakers, games, or anecdotes to sprinkle some excitement. Rewards can serve as a great incentive. Inviting guest speakers or stakeholders can offer new viewpoints. After all, a team that enjoys together, progresses together.

Enhance daily standup meetings by keeping updates concise, sticking to the agenda, rotating speaking order, promptly addressing blockers, engaging all team members, managing time effectively, encouraging problem-solving, limiting tech distractions, conducting regular retrospectives, and appointing a facilitator for structure.

Alas, although I’m the first to joke around, as an Agile Coach I strongly recommend against such contrived frivolity since you’ll lose the attendance of the hardest workers. Most forced, scheduled or scripted “fun” will annoy enough colleagues that you’ll eventually get tardiness/absence excuses such as “I don’t have time to sit around and play games.” The exception: if the social distraction(s) are scheduled for 5 minutes before the daily stand-up and purposefully ended at the start-up time with optional attendance. Food has traditionally been a good example of such pre-standup gatherings, but the hybrid workplace and geographical dispersion may have killed that in many places. My suggestion: keep it fun in casual ways without forcing it.

This is very important that we should keep fun element during the standup meetings as it's beneficial to keep them engaging and enjoyable. Start by maintaining a positive atmosphere where team members feel comfortable sharing updates and ideas. Use visual aids or interactive tools to spice up the discussion and make the meeting more dynamic. Incorporate brief team-building activities or icebreakers to foster camaraderie and boost morale. When meetings are engaging and enjoyable, team members are more likely to actively participate, leading to more productive outcomes and strengthened team cohesion.

Check with the team on Retrospectives what they think. Simple as that. Usually, I dont recommend these activities during Daily Scrum, eats away precious time. Simple joke or fun comment is OK, but refrain from this on Daily Scrum. Keep those activities for Retrospectives or offsites or retreats, etc

Injecting a bit of fun and engagement into daily standups can boost team morale. This not only lightens the mood but also strengthens team bonds, making the standup a positive daily ritual. This help will shy teammates to openup.

You can avoid common pitfalls in Daily standup meetings with a few tweaks: Add engagement Boosters: Start with a fun icebreaker or share a quick win to energize the team. Time Management: Stick to the agenda and keep updates concise to avoid meetings dragging on. Focus on Solutions: Instead of dwelling on problems, encourage team members to suggest solutions or seek help proactively. Rotate Speaking Order: Mix up who speaks first to keep everyone attentive and engaged. Celebrate Wins: End on a positive note by acknowledging achievements and progress made since the last meeting. These practices ensure standups stay productive, engaging, and beneficial for all team members.

Each team is different, some want to have more fun, some are strictly practical. But ultimately everything should support the outcome of the meeting so don't let it slip.

In my experience, the time factor you mentioned can have a more profound impact than we might think. A meeting that consistently starts late or runs over can inadvertently send a message that people's time isn't valued, which can affect the overall morale and productivity. And the same goes for attendance. I've found that if key members frequently miss the standup, it can create gaps in communication and alignment. When it comes to satisfaction, it's not just about the content of the meeting, but also the atmosphere. A positive, inclusive environment where everyone feels heard and their input is valued can make a significant difference in overall satisfaction levels.

In my experience, the process of reviewing and improving daily standup meetings involves systematically assessing various aspects of the meeting to enhance its effectiveness and overall value. It includes: 🔥Frequency of Reviews 🔥Feedback Mechanisms 🔥Structured Analysis 🔥Continuous Learning Culture 🔥Communication of Improvements 🔥Continuous Monitoring

Often times, I’ve found that the team doesn’t engage easily in retrospectives… This is where I’ve focused on being supportive and providing encouragement.

Improving the daily standup meeting is crucial for maintaining its effectiveness and keeping the team engaged. It's important to monitor and measure various aspects of the meeting, such as time, attendance, satisfaction, and outcomes. This can be done through surveys, retrospectives, or informal reviews. Additionally, experimenting with new ideas, methods, and tools can help make the meeting more valuable and enjoyable for the team. Continuous improvement is key, so it's essential to solicit and act on feedback from the team and implement action plans based on the feedback received. By treating the standup meeting as a dynamic and adaptable process, you can ensure that it remains a valuable tool for team communication and collaboration.

1. Encourage a shift towards discussing collaboration and blockers, steering away from mere status updates to maintain engagement and relevance. 2. Emphasize brevity and focus. Team members should share key information without delving into excessive details, ensuring meetings stay concise and purposeful. 3. Foster an environment where every team member actively participates. Encourage asking questions and sharing insights, ensuring the standup serves its collaborative purpose. 4. Introduce occasional variations in format to keep the meetings dynamic and prevent monotony, increasing team engagement. 5. Address impediments raised during standups. Ensure they are documented and followed up on, preventing issues from impacting progress.

Incorporate a perspective of continuous improvement into your daily standup routine. Treat the meeting as a dynamic and adaptive process that evolves with the team's needs. Regularly assess its effectiveness using indicators like time, attendance, satisfaction, and outcomes. Actively seek and implement team feedback through retrospectives, surveys, or reviews. Experiment with new ideas, methods, or tools to enhance the meeting's value and enjoyment. Embracing this iterative mindset ensures the standup remains a valuable and evolving asset for the entire team.

Lack of Continuous Improvement: Pitfall: Not adapting the format based on team needs and feedback. Solution: Regularly solicit feedback from team members and be open to adjusting the format for continuous improvement. Overemphasis on Micromanagement: Pitfall: Turning standups into micromanagement sessions. Solution: Focus on high-level updates and trust team members to manage their tasks. Use standups for coordination, not detailed oversight. Ignoring Remote Team Members: Pitfall: Forgetting to include or engage remote team members. Solution: Ensure remote team members have an equal opportunity to share updates and participate. Use technology to bridge the gap.

Don’t be afraid to switch things up. Experiment with new ideas, methods, or tools. Maybe try different ways to share updates, or switch up who leads the meeting. It’s all about keeping the meeting valuable and enjoyable. You want your team to come in feeling like, “Alright, this is gonna be good,” not like, “Here we go again…” Keep measuring, keep adjusting, and keep it lively. Your goal is to make the daily standup a hit that everyone looks forward to. A meeting that’s not just about updates, but about energy, connection, and moving forward together. Keep the team in the groove!

This will enhance effectiveness by ensuring meetings stay focused and productive, optimizing time spent by the team. Monitoring attendance and satisfaction levels helps gauge engagement and team morale, leading to improved collaboration and accountability. Acting on feedback fosters a culture of continuous improvement, boosting team satisfaction and motivation. Experimentation with new methods and tools promotes innovation and adaptability, keeping meetings dynamic and relevant to evolving needs. Overall, these efforts result in more efficient communication, better alignment on goals, and increased productivity, ultimately driving the team towards achieving higher performance and success in their daily tasks.

One format I like is that, instead of going person by person and asking about last day's work and today's work, focus on the tickets on the board and their status. Why is this taking longer? Why hasn't this been picked? Why is this still blocked, etc. This format changes the focus from keeping everyone busy (not a bad idea per se, but distracts from the main purpose) to how we make sure that the items in the sprint are completed and moving smoothly.

In addition to retrospectives--do not dismiss having an annual agile adoption survey. Having a year-long review aspect helps give a different perspective.

To avoid common pitfalls in daily standup meetings, it’s crucial to maintain a disciplined approach. Keep the meetings within a set time frame to ensure efficiency and respect for everyone’s schedule. The focus should be on the tasks at hand, avoiding off-topic discussions that can derail the meeting’s purpose. It’s important to foster an environment where everyone has a voice, preventing any single member from dominating the conversation. Standup meetings are meant for updates, not for in-depth problem-solving discussions. Sticking to the three main questions - what was done, what will be done, and any obstacles - can help maintain structure. Lastly, promoting open communication can enhance collaboration and unity within the team.

Ticket statuses - going round the table whether through tickets or team members - measure the progress in terms of what’s done and what needs to be done Priorities- stand ups should clarify the team to understand their priorities and progress efficiently Blockers - Daily stand ups should be a platform provided to the team to flag up any blockers. This is the opportunity for the team to quickly throw in some suggestions to fast track the work. Above all keep these meetings short and sweet as much possible

Time management: Keep the standup focused and time-boxed to ensure that it remains efficient and respects everyone's time. Remote participation: If some team members are remote, ensure that they have equal opportunities to participate and contribute to the standup.

Enforce Standing: Have everyone stand during the meeting. This traditional approach can help keep the meeting short and dynamic, as standing tends to discourage long-winded discussions and maintains the energy of the team. Limit Time Strictly: Enforce a strict time limit for each speaker to keep the meeting concise and focused. Typically, each team member should speak for no more than one to two minutes. Focus on Today's Goals: Encourage team members to focus on what they will accomplish today, rather than providing a detailed report of yesterday’s work. This keeps the meeting forward-looking and action-oriented.

Pitfall: Standing Up Becomes a Ritual Avoidance: Avoid the standup becoming a mechanical ritual. Encourage team members to share not just what they did or will do, but also challenges and learnings. Fostering a culture of openness can make standups more valuable.

Daily standups are important but should not be made to look like a chore or an unnecessary burden. Therefore, the trick is to make it short and sweet: Long enough to give prominence to each member, but short enough to not drag the subject. Ask the team to add in their inputs via text in mail or slack. This saves time and the team members do not have to repeat their plan. The Scrum Master / Project Manager can directly come to the point. Ensure that the meeting is transparent and each team member knows what the other is up to and at the same time keeps focus on their individual task.