¿Por qué debería realizar stand-ups diarios para equipos ágiles?

If you refer to the Daily Scrum, those are not centered around these three stupid questions: What did you do yesterday? What are you going to do today? What is blocking you? — that is complete nonsense. (If in doubt, check Scrum’s manual — The Scrum Guide.) The Daily Scrum serves a single purpose: The Developers inspect progress toward the Sprint Goal: Are we still on track, or have we learned something new that requires us to adapt our plan to get there? Moreover, the Daily Scrum isn’t necessarily a “stand-up.” You can have it virtually, silently around a big table, using Slack, or comfortably sitting on a couch. Whatever the Developers choose serves its purpose.

🤔 Why should you hold daily stand ups for Agile teams? Daily stand-ups keep teams aligned, connected and on track. The scope of the stand-up is centered around these 3 questions: What did you do yesterday? What are you going to do today? What is blocking you? Divide your team equally among the team members. 15 minutes should be sufficient. Don't skip a day and don't move the time. Mornings stand-ups are advisable. If you find it hard to keep your stand-ups within 15 minutes, reach out to an experienced Agile Scrum Master for advice. 👍 Like to support this

Daily stand-ups for agile teams offer unique benefits: Real-time problem-solving Enhanced accountability Improved team dynamics Increased transparency Adaptability Faster decision-making Focus on customer value Reduced meeting overhead Continuous improvement Increased productivity These daily meetings promote collaboration, keep teams aligned, and ensure quicker responses to changing project needs, ultimately leading to efficient, customer-focused work.

Why do you open the lid of the pan when you are cooking a dish? - To check the progress. - To make sure nothing burns - To add more ingredients if needed - To adjust seasoning so that the flavour is just right. That's what a stand-up is to a scrum team. - It ensures a checkpoint to monitor progress & alignment towards objectives - It enables team to identify & address potential Risks & Issues before they escalate. - It helps understand if adjustments are required - It helps the team collectively understand the progress stats & invokes conversations on adjustments if needed. :)

As mentioned in another similar question. The “daily scrum” is something in scrum. There is no “daily standup”. Additionally, this is not a core ceremony of agile but a core ceremony of scrum.

Daily stand ups are to PLAN as a team for the day. Try not to think of them or perform them as a status update. The purpose is to provide meaningful information to collaborate and plan how the team's work will get done together! Remember you are a team, not an individual reporting status to a leader. Work as a team, stand-up as a team!

Daily stand-ups can help to identify problems early on, before they have a chance to cause major delays or setbacks. This is because team members are able to share their challenges and blockers with the team, and the team can then work together to find solutions. It is an opportunity for team members to ask questions, offer help, and share feedback.

By holding daily stand-ups, one can improve their team's alignment, communication, collaboration, transparency, and accountability. This can lead to a more efficient and effective project execution.

The daily meeting can be used for teams that have recently transitioned to agility and are using a kanban to determine whether the kanban is up to date. The absence of kanban updates is typically a symptom of opposition to change. Analysis is consequently required to pinpoint the cause and make the appropriate corrections.

Daily standups are important as they provide some of the key principles of Agile and Scrum - that is communication & collaboration - what everyone is working on and where we are with the work. Transparency & trust to get a clear status of where we are with the work and what requires attention. Identify and Resolve issue with any blockers. Focus on the sprint goals and accountability - daily stand ups ensure we keep our eye on those sprint goals and the tasks required to acheive those goals. So essentially - saying aligned, indentify and solve problems and maintain momentum towardas the teams goals

Daily stand ups become routine at some point which usually ends up teams questioning its value; to help avoid such situations I recommend teams to focus on what is really matters to them in a given iteration, and defer from traditional school-type approach "what i did, what i do and what i will be doing". There number of aspects that team can be focusing on their dailies: items (work) that is in due in next couple of days, is all is going well, nothing is currently a blocker, any blockers expected, anyone needs a helping hand, and sometimes just checking team members' mood can be option to make dailies sound less routine.

When running the daily stand-up, it is important that each member gives their update that answers the following 3 questions: "What did you do yesterday?" "What do you plan on doing today?" "Do you have any challenges?" These 3 fundamental questions ensure that the team is accountable for their work and ensure any challenges or blockers are raised and address accordingly and keeps the meeting well structured and keeps time.

Running effective daily stand-ups is a crucial aspect of agile project management. Here are some thoughts I'd like to share: Keep the stand-up short and sweet. It's about sharing updates, not diving into deep discussions. Encourage team members to focus on what they accomplished, what's next, and any blockers. Ensure every team member has a chance to speak. Create a safe space where team members feel comfortable sharing their progress and challenges. A round-robin format often works well. Stick to the time limit. If discussions veer off track, gently steer them back and schedule follow-up discussions if needed. Regularly review the effectiveness of your stand-ups. Gather feedback from the team and adjust the format and content as needed.

Look out for work items which are aging, take action on blockers, limit work in progress, start finishing and stop starting. Anything which is blocking the flow of work should be discussed and relevant action should be taken.

Effective daily stand-up meetings are integral to Scrum. The Scrum Master (SM) plays a vital role in clarifying the meeting's purpose: daily, timeboxed synchronization on the team's tasks. Each team member must answer: 1. What tasks have I completed since our last meeting? 2. What are my planned tasks for today? 3. Are there any impediments hindering my progress? If the SM senses detailed discussions, he should note the topic and later schedule a spin-off meeting only with relevant participants. Post-updates, the team should swiftly assess the burndown chart to gauge the Sprint's pace, whether it's progressing swiftly or slowly.

Let’s dismantle some myths about the Daily Scrum, shall we? (1) Engagement Issues?: If people aren’t engaged, perhaps the Sprint Goal isn’t as gripping as it should be. (2) Clarity and Alignment?: The Daily Scrum isn’t a planning or refinement session; it is about progress and adaptation. (3) Trust and Respect? Do you think you will solve deep-seated team issues in 15 minutes? That’s what the Sprint Retrospective is for. (4) Conflict Management?: Private conversations for conflict resolution? Sure. But don’t mistake the Daily Scrum for a therapy session. The Daily Scrum is a 15-minute tuning fork for Developers aiming at the Sprint Goal. It’s not your Swiss Army knife for all things’ team.’

Another challenge with team members residing in vastly different time zones can be an inability for all team members to participate. In that case, bots that prompt the daily standup questions in your chosen chat tool (e.g. Slack) are useful to maintain the standup culture albeit asynchronous.

I've yet to encounter a team member that's actually refused to participate in standup, however, mediocre engagement is somewhat common and can often take the form of, "hmm, what did I do yesterday? I honestly don't remember....", or something similar. Going into standup, each person should already have a decent idea of what they'll be highlighting / mentioning to the group. Looking over one's calendar, recent chat list, and assigned / worked on tickets, a just a few minutes before the meeting are great ways to prep.

To overcome common daily stand-up challenges, follow these tips: - Keep the meeting to time, each person gets about a minute to speak. - Keep the team focused on key tasks relevant to the project deliverables - Promote active listening and ensure everyone's involvement, and crucial updates are heard; - If issues needing lengthy discussions arise, schedule them for separate meetings to maintain the stand-up's purpose and brevity. Privately discuss issues with any team member who are not showing the desired behaviour. If the team don't see the value in the meeting, you need to show them the value, if they don't see the value, there may be culture fit issues that need to be addressed.

Start and end the meeting on time. Have a clear agenda for the meeting and stick to it. If a team member starts to go off on a tangent, gently redirect them back to the agenda. Also, Encourage team members to ask questions and offer help to each other. If a team member has a blocker, ask the team if anyone can help to resolve it. End the meeting by summarizing the key takeaways and any action items.

The effectiveness of daily stand-ups can be gauged by consistent task progress, early identification and resolution of blockers, active team participation and alignment in goals. You should see an increase in the team's ability to manage expectations and deliver on their commitments. Keeping the meeting within the time limit while maintaining its focus is a simple early indicator that you are on the right track. You can also gauge team sentiment via one-on-one meetings or during your engineering sprint retro's.

I think one of the way is to simply ask team members for their feedback. You can do this by conducting a survey, holding a retrospective meeting, or simply asking team members for their thoughts at the end of each day. Here are some specific questions you can ask: Do daily stand-ups help you to stay aligned with your team members? Do daily stand-ups help you to identify and resolve blockers? Do daily stand-ups improve communication and collaboration within the team? Do daily stand-ups increase transparency and accountability within the team? Do daily stand-ups improve your team's overall productivity and efficiency?

The daily standup is for the team, by the team, to know if the team is going to meet the team’s commitment. The team commits to a sprint goal. Keep the focus on that. There is no magic set of questions to be asked/answered.