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0 pointsubermonkey6y ago0 comments

"It was a meeting for ourselves, not for management. There were no status reports to management, no gantt charts, no percentage estimates of completion, etc. Just: here's what I'm doing/not doing."

That's my understanding of what a standup is supposed to be, and it's what my experience of them has been. THIS is useful. It's in particular useful if you have devs on the team who tend to get kinda "wound around the axle" on problems rather than speak up or seek help.

There will always be devs who think any meeting is by definition a waste of time, and you can't make those people happy, but a true brief standup meeting as described here is SUPER useful.

(Daily's probably too much though.)

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ownagefool6y ago· 2 in thread

Like many things, if it works for you and doesn't turn negative, then that's great and more power too you.

Personally, when I lead a team, I keep abreast of what people are working on and ask them if they need help, or tell one of the more suited senior guys to offer a hand if it's an area I can't easily help in.

I imagine the standup helps more when you're lead is a non-technical scrum master guy who doesn't have much of a personal relationship with the team.

On the latter point I typically buy my team members fancy coffees and the occasional lunch, and it's easy to get on with them if you care about their careers, so I've never needed a standup.

cmrdporcupine6y ago

That's the point: the stand up is for the team, not the manager. She/he should stay out of it.

ownagefool6y ago

That's a difficult argument? Is the manager not part of the team? Depends on the org, I guess.

Either way, I'm not so sure the statement means much. The point of agile is to do what's helps, so if a standup is useful for the above reasons, it's entirly possible that another approach solves the same problem, negating the need for the standup.

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