¿Cómo puedes usar las reuniones diarias para hacer un seguimiento del progreso?

Daily stand up is good opportunity to inspect and adapt. While teams could have different format to conduct the event, to track progress of the work done, last 2-3 mins each day should be spent on - - Reviewing the dashboard containing the number of stories / story points remaining in the sprint. - Quick check on how the burn-down chart is shaping up and if there is something that needs attention.

Daily stand-up is a time-boxed 15m meeting, Few important tips to make it effective : - You should have a clear objectives for the meeting which everyone is aware of, stick to the objective and never go out of it, - Make sure everyone is there and make sure all speak fairly, - Make sure that all updates are visualized on the team board by themselves, don't rely on your memory to send recap after the meeting, - Never ever exceed the 15 minutes, if anyone would like to add something, make this a separate event to be discussed after you dismiss the stand-up - Always appreciate the team engagements and commitments - I don't usually agree the meeting should be on the same place, you can vary the place of the meeting to break the routine

In a Daily Standup, team members share completed tasks, identify any blockers, and adjust their action plan accordingly, which collectively serves as a mechanism to track and maintain progress throughout a sprint.

Dear AI, we, humans, smell something fishy in this article headline "How can you use daily stand-ups to track progress"... First of all, this strange choice of words "use", "track progress" suggests that it is written with the command&control mindset. Let me remind, what Scrum Guide 2020 says about Daily Scrum event: "The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work. The Daily Scrum is a 15-minute event for the Developers of the Scrum Team." So if "you" are not Developer of the Scrum Team, this question is irrelevant, please stay away from their Daily Scrum with your obsession "to track progress". Period.

Daily stand-ups are meant to assess any blockers and opportunities to swarm and flow the value of delivery. Keep in mind that daily stand-up is not status meeting and time box needs to be maintained to not be too long. Quickly go thru the board ( if you use Jira or Rally or even post-it on a real board !) and check for impediments and request team members with any issues to stay back for further discussion so the others can get back to work soon. Do a meeting after with those who have blockers and help them with mitigations.

Daily Stand-up is not a meeting for managers to get a status update. Instead, it’s for the team to synchronize their work and identify any obstacles collectively. The focus is on collaboration and communication within the team rather than reporting progress to a higher authority. As a scrum master you can encourage the team members to share specific accomplishments and measurable progress rather than vague statements. Use task boards, kanban boards, or digital project management tools (like Jira) to visually track the status of tasks. Updating these boards during or right after the stand-up can help in maintaining an accurate picture of the team's progress.

During standup, Practice referring to burndown chart a great visualization of progress to see the progress and direction of the remaining capacity vs goal.

The daily meeting should be introduced by the animator as the most casual conversation. In order to put emphasis in synchronization and prevent some players to feel controlled, formal keywords such as "agenda", "stand-up" or "ceremony" have been avoided to develop trust within the team.

Daily standup is an opportunity , and shouldn't be missed to track progress. Here are some ways of how I enhanced my daily stand-ups: 1. Encourage Precise Updates:In my experience, one way to do this is to ask for updates on a specific aspect rather than just a general update. Encourage precise descriptions of accomplishments, rather than generic statements. 2. Tracking progress visually : Keeping a record of progress in a visible way can be motivating. Representing work progress is made easier through burn-down charts, task boards, or other forms of visualizations. 3. Focus on Sprint Goals : During the stand-up, ensure that the larger scope is emphasized in order to remind the team of the general goals for the sprint.

Something I see too frequently is teams following the common “What did you do yesterday? What are you going to do today? Any blockers?” In my opinion, this only has value if: The team truly cares about what everyone else is doing, they are oriented on the sprint goals, and they are open and honest with the team and themselves about their strengths, weaknesses, and when they could use help. I would argue that a better approach is to orient the standup on the sprint goal. “What are you doing to contribute towards the sprint goal? Is there anything you can do to support others that will help us get closer to achieving our goal? Do you have any impediments that others can assist with?” Focus on looking forward, how will you achieve your goal?

Daily stand-ups / Daily Scrum usually tend to become into lengthy discussions whenever an impediment is raised. The key here is to be mindful of the fact that a separate meeting with the intended people could be set up post stand-up to discuss more on the impediment or where a support is needed. It’s just sufficient to raise it for transparency with other scrum team members during the daily scrum. Also keeping it 1 minute per person helps in keeping it within the timebox of 15 mins. It is important to respect other’s time and keep it short and crisp so that the purpose of this scrum ceremony is fully met. It definitely is not a status call and it’s important as an agile practitioner to bring this into the DNA of the scrum team

Utilizing the "parking lot" method is crucial for maintaining the team's focus on the primary goal and streamlining the ceremony. I've found it is often more effective for the Agilist to facilitate and guide the team toward a more efficient stand-up rather than a timer. Keeping the board visible throughout the stand-up creates clarity and keeps the team focused as well.

It's important to stay focused, as the meeting only lasts 15 minutes. If you identify any impediment, leave it to be discussed in more depth in a separate meeting or conversation.

The Daily Scrum may be the most misunderstood of all the Scrum Events. Its true purpose is to validate or adjust the next 24 hour plan to meet the Sprint Goal. Once you really understand this, it becomes obvious why only people actively working on the Sprint Goal need to speak and the time box of 15 minutes is appropriate. Break free of the "three questions" and start each day of your sprint with renewed confidence in your plan to deliver value to your customers.

My daily standups as a Scrum Master is very short and simple. I only have 3 questions for every scrum member 1. What did you achieve yesterday? 2. What are your to do today? 3. What are your blockers? other questions and or clarification we do after the daily scrum so that I may not waste other team members time.

We have teams of 12+ memebers and usually we finish within specified 15 minutes without any timer. Only thing we follow is if anything needs a discusion it will be discussed at end like any questions or issues. Once everyone is done then only people required for discusion can stay and continue. Other thing we do is discuss in Retro how our stand up was in last sprint and continue to evolve based on feedback and project dynamics. Keep it short and focused but also remeber sometimes it is the only call and with Remote teams some people dont interact much afterwards , so dont put too much pressure of time that people dont share information in calls just for the sake of time.

Daily stand-ups tend to convert into lengthy discussions more than usually. The key here is to be mindful of the fact and drive the conversation back to the stand up agenda. A separate meeting with the intended people could be set up post stand-up to discuss more complex issues. This helps in retaining the quorum’s attention during the team updates.

One way to keep the stand up on time is to give specific directions on what each member's update should include. Usually, that would be what did you do yesterday, what is your goal for today, and do you have any roadblocks to complete your goal. My team has also been successful with flagging items that need more discussion as "after schools". We can discuss the item with only the members of the team needed to not allow the other team members to resume their day.

The daily scrum or stand up is NOT for tracking progress. It's there for the team to synchronise and reprioritise work to make progress. It is why we never ask team members to report on progress. We ask team members to share what was done, what's next on the day's forecast and what impediments might get in the way of achieving the day's and sprint's forecast. Anyone wanting to monitor forecast can monitor the sprint board, speak to any Scrum team member including the PO and SM, just not at the daily stand up. Asking the wrong question gets us wrong answers or lead to misconstrued notions about Scrum. Same goes for Agile. In AI asking the right question is paramount. Why not Agile and Scrum?

This is one of the key roles, whether it's the Tech Lead, Project Manager, or Scrum Master. Maintaining an open and collaborative environment is crucial for the team to feel comfortable participating and providing feedback.

There are times when it is more efficient to slack or utilize another tool due to numerous people being out for visibility, something is always better than nothing. In fully remote work settings, some people place high value on ceremonies, with the daily stand-up being particularly essential. It serves as a valuable opportunity for collaboration, meaningful human interaction, and team alignment.

In my experience with stand-ups on a remote setup, it's best if people turn on their cameras and listen to each update from the team so they can contribute if one has some roadblocks they already know how to resolve and then take it offline to work it out. Turning on the cameras means that everyone knows if people are there and really with you on the call instead of doing a hundred other tasks.

In my experience working in a fast paced environment stand-up meetings can be an excellent tool for tracking progress and maintaining transparency within your team. They help identify issues early, foster communication, and keep everyone aligned towards common goals.

Create an environment where team members feel comfortable sharing updates and raising concerns. Encourage everyone to speak up and provide feedback to ensure all voices are heard and issues are addressed.

During the Daily Stand-up, establish a safe and non-judgmental atmosphere where team members feel comfortable sharing their progress and challenges. Make it clear that the DSU is a platform for constructive communication, not criticism.

Knowing when to take certain questions off-line helps keep the stand-up focused, but doesn't stamp out important discussions that still need to happen.

Identify Blockers Early: By sharing impediments, the team can proactively address issues that are hindering progress. Foster Collaboration: Encourage team members to offer help to others who might be facing challenges. This builds a supportive team environment. Adjust Plans Quickly: Based on the updates, you can quickly re-prioritize or reassign tasks to ensure that the most critical tasks are being addressed.

Conflicts do happen. Encourage the team to communicate off-line when they are absent. It is especially important to communicate accomplishment for coordination, call out blockers.

Working in a remote team , enabled us to be flexible and adaptable, these short stand up calls helped us in understanding what the entire team was up to and later getting into longer calls where it was needed. Team appreciated this approach as Developers got their time to work on their segments and as Analyst we had focus on what to address through the day long calls.

The Daily Stand-Up meeting has benefited my team, I use it to track our progress by facilitating concise discussions where we share achievements, plans, and roadblocks. It allows us to have real-time updates and also make quick resolutions.

Siempre lo que funciona para un equipo no necesariamente funciona para todos, lo importante es ir buscando lo que se adapte a las necesidades del mismo y donde el encuentro pueda ser realmente provechoso.

Daily stand-ups are definitely not a one-size-fits-all solution. The key is to adapt according to the team dynamics and project requirement. When the team grows, it’s advised to split into logical subgroups/smaller manageable teams each with a scrum master, and later have a “Scrum of Scrums” for high level visibility.

Os stand-ups diários ou as daylings são de fato muito úteis. Obtive grandes experiências, algumas boas e outras ruins pois o maior desafio é ter uma equipe engajada que entenda a importância do conteúdo e não trate isso apenas como uma obrigação do projeto a ser cumprida. Então lembre-se que além de fazer os stand-ups é manter a equipe motivada para que isso aconteça, mostrando os benefícios do seu dia dia e a contribuição que agrega a todos, lembrando de respeitar os horários, tendo em mente que informações mais complexas devem ser tratadas posteriormente com as partes interessadas. Não cobre só resultados esquecendo o propósito real, que é onde a maioria erra e perde o foco trazendo experiências ruins. Contribua com sua equipe!

As rightly mentioned there’s no one size fits all solution available for every team in every project. As per my experience, we should all be agile enough to adapt to changing project requirements and needs. As an example we started with a co-located team in USA, but with time we added teams in geographically distributed locations. In order to adapt to changes, we have to adjust our timings as well agenda and context. Another example was size of team which grew 3 times the initial size, hence we have to break our scrum teams into multiple teams with diff timings and scoped a scrum of scrum to assimilate status. We should all be able to adjust and adapt to project needs to be considered truly agile.

Not all teams and projects are the same. Tailor the structure and focus of your stand-ups to fit your team's specific context and needs. This might mean focusing more on certain aspects than others, depending on the nature of your work.

Tailor the format and structure of the stand-up to suit the specific context and requirements of your team. Consider factors such as team size, project complexity, and time zone differences when planning the stand-up. Be flexible and willing to adjust the frequency or format of the stand-up as needed to accommodate changing circumstances.

Adjust the format or frequency of stand-ups based on your team's specific needs and context. For example, if your team is distributed, consider using video calls and shared digital tools to facilitate participation.

In my experience, it helps to understand where the team is up to working with the user stories. Also, it helps to identify any blockers and make sure it is in progress to achieve the goal.

Periodicamente, revisar como os stand-ups estão funcionando. Coletar feedback da equipe e fazer ajustes contínuos pode garantir que essas reuniões permaneçam produtivas e úteis ao longo do tempo.

Kontinuierliche Verbesserung ist generell ein Grundprinzip im Agilen und im Scrum. Damit ist es sicherlich auch empfehlenswert für das Daily.

Continuously assess the effectiveness of your stand-ups. Are they helping track progress efficiently? Are there aspects that could be improved? Solicit feedback from the team and be open to making changes. This might include altering the time, format, or frequency of the stand-ups to better suit the team's evolving needs.

Regularly assess the effectiveness of your stand-ups and seek feedback from the team. Make adjustments to the process as needed to enhance productivity and address any issues that arise

The daily standup (team sync) is a simple process and should not be modified. If you want something else then schedule it. An effective scrum master listens during the meeting. Should have little to say as the team matures.

- Don't fall into status update traps - Use KISS (Keep it simple and short) - If it is a remote team, please turn on camera during the stand up - Switch from one person (SM/PO) asking for the people to talk, ask first person to choose the next person to talk - Focus on sprint goal

Although the Daily stand-ups can be used to track progress, it is important to remind the team to not fall into the trap of status reporting. The goal of the daily sync is for the team to identify challenges, risks and roadblocks toward the team goal. Understand where the team is at in terms of meeting their goal and potential risks is where the daily stand-up is most beneficial. One thing to note as well, is as the team matures, the sync up may end up being continuous rather than a fixed time everyday.

No uses las reuniones para hacer seguimiento por favor. Ni las diarias, ni ninguna. Si no eres capaz de saber el estado de los trabajos en cualquier momento, es que la transparencia no es la adecuada. Quizás deberías trabajar en ella. Las reuniones úsalas para gestionar bloqueos, problemas o dependencias que has descubierto gracias a esa transparencia.

Keep in mind the purpose of a daily meeting : maintain collective ownership of the (sprint) goals and develop discipline of being synchronized as a priority. After a while of implementing such ceremonies, performing teams have been encouraged to skip some sessions in order to prevent people to get bored out, replacing few dailies by (energizing) casual breaks.

I've heard people say that a daily standup meeting is like the huddle during a football game. Let's consider that. In a huddle, the focus is on one thing: the next play. What are we going to do as a team to move forward toward accomplishing our goal? No one's talking about what the score is, why the last play failed, or even how far they are from the first down marker. It's not a status meeting. The entire focus is alignment on the next play to ensure solid execution. Is your daily standup like that, or is it more focused on reporting status and making commitments for daily progress? Many teams don't even work together on user stories--everyone works in isolation. A daily standup should focus on teamwork because we're supposed to be a team.

In my opinion, the effectiveness of the daily stand-up largely depends on the agile maturity of the team. For instance, if the team doesn't prioritize or emphasize scrum values such as respect, there's a likelihood that one team member may dominate the discussion with their updates, leaving insufficient time for others to share theirs. Conversely, in a more mature agile team, members respect each other's time, limit their updates to the day's progress and plans, and quickly mention any impediments, allowing ample time for others to contribute. Therefore, the effectiveness of the daily stand-up is contingent on the team's maturity in embracing agile principles and practices, as well as their genuine commitment to adhering to them.

Keeping Standup meetings consistent with 15 minutes or less time daily and encourage participation Start the meeting together and end the meeting together. Avoid problem solving done during the stand-up meeting Avoid this turns into a generic status meeting Team members involvement required and active in the call

As a scrum master, you play a very important role in facilitating the daily stand-ups. Two most important items - Address Blockers, Not Solve Them: The stand-up is for identifying roadblocks, not resolving them in detail. If issues arise, take them offline for further discussion. Promote Transparency and Collaboration: The stand-up fosters an environment of open communication and teamwork. By sharing information, the team can collectively problem-solve and adapt as needed.

The best way to make an efficient Daily - from my point of view - is the combination with a Kanban- or task board. Answering the typical questions in a daily is much easier with such a board.