Daily Stand up patterns & heuristics - Fadi Stephan

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The basics

Daily Scrum according to the Scrum guide

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From the 4 values of the Agile Manifesto, the daily standup directly supports people
and interactions as well as responding to change.

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From the 12 principles behind the Agile manifesto, the daily scrum directly supports 5 principles:
1. Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.
2*. Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
3. Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
4*. Business people and developers must work
together daily throughout the project.
5*. Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
6*. The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence
and good design enhances agility.
10. Simplicity--the art of maximizing the amount
of work not done--is essential.
11*. The best architectures, requirements, and designs
emerge from self-organizing teams.
12. At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.

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To understand level of dysfunction ask:
• Do team members openly and readily disclose their opinions?
• Are team meetings compelling and productive?
• Does the team come to decisions quickly and avoid getting bogged down by
consensus?
• Do team members confront one another about their shortcomings?

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The Big 5

Picture: http://en.wikipedia.org/wiki/Big_Five_game

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Patrick Lencioni’s big 5 Dysfunction of a team

Dysfunction #1: Absence of Trust
This occurs when team members are reluctant to be vulnerable with one another and are unwilling to
admit their mistakes, weaknesses or needs for help. Without a certain comfort level among team
members, a foundation of trust is impossible.

Dysfunction #2: Fear of Conflict
Teams that are lacking on trust are incapable of engaging in unfiltered, passionate debate about key
issues, causing situations where team conflict can easily turn into veiled discussions and back
channel comments. In a work setting where team members do not openly air their opinions, inferior
decisions are the result.

Dysfunction #3: Lack of Commitment
Without conflict, it is difficult for team members to commit to decisions, creating an environment
where ambiguity prevails. Lack of direction and commitment can make employees, particularly star
employees, disgruntled

Dysfunction #4: Avoidance of Accountability
When teams don't commit to a clear plan of action, even the most focused and driven individuals
hesitate to call their peers on actions and behaviors that may seem counterproductive to the overall
good of the team.

Dysfunction #5: Inattention to Results
Team members naturally tend to put their own needs (ego, career development, recognition, etc.)
ahead of the collective goals of the team when individuals aren't held accountable. If a team has lost
sight of the need for achievement, the business ultimately suffers.

Source: http://tablegroup.com/books/dysfunctions/

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Patrick Lencioni’s big 5 Dysfunction of a team

Dysfunction #1: Absence of Trust
This occurs when team members are reluctant to be vulnerable with one another and are unwilling to
admit their mistakes, weaknesses or needs for help. Without a certain comfort level among team
members, a foundation of trust is impossible.

Dysfunction #2: Fear of Conflict
Teams that are lacking on trust are incapable of engaging in unfiltered, passionate debate about key
issues, causing situations where team conflict can easily turn into veiled discussions and back
channel comments. In a work setting where team members do not openly air their opinions, inferior
decisions are the result.

Dysfunction #3: Lack of Commitment
Without conflict, it is difficult for team members to commit to decisions, creating an environment
where ambiguity prevails. Lack of direction and commitment can make employees, particularly star
employees, disgruntled

Dysfunction #4: Avoidance of Accountability
When teams don't commit to a clear plan of action, even the most focused and driven individuals
hesitate to call their peers on actions and behaviors that may seem counterproductive to the overall
good of the team.

Dysfunction #5: Inattention to Results
Team members naturally tend to put their own needs (ego, career development, recognition, etc.)
ahead of the collective goals of the team when individuals aren't held accountable. If a team has lost
sight of the need for achievement, the business ultimately suffers.

Source: http://tablegroup.com/books/dysfunctions/

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Collaboration

The standup addresses the 5 dysfunctions via
1. Collaboration: The team is constantly collaborating and helping each other
2. Impediment identification and removal: Members are encouraged to identify
blockers, ask for help, and offer help whenever possible.

Members rely on each other and are open with each other. This establishes trust and
leads to passionate debate. The team is no longer afraid on conflict.

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Impediment identification and removal


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Commitment
3. Commitment: The team’s commit every day to the stories they are going to
complete. Every member commits.


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Transparency
4. Transparency: Every day, members give updates. Their progress in open and
transparent.

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Accountability
5. Accountability: Because members commit and their progress is transparent, they
are accountable as individuals and as a team.

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Focus
6. Focus: Throughout, the team is focused on the stories, the sprint goal, and the
sprint backlog. This lead to results


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Self organization
7. All of this is done via self-organization. Based on priority, the team is deciding what
to commit to. The team is holding itself accountable. The members are being
transparent with each other, asking for help and offering help.

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Daily Standup Withdrawal
• Coined by Stacia Viscardi
• Symptoms include glassy eyes, pale skin, robotic answers and narcoleptic episodes
during the standup
• Infection spreads and entire team becomes infected
• Standups become long droning boring meetings

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Ways to treat and prevent this syndrome

• 10 smells and anti-patterns
• Learn how to spot them
• Learn how to apply possible remedies


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1. Fashionably late – No shows or late arrivals

Find out why? Time not appropriate? No value in the standup? Commitment to the
team?


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Finding the right time can be tricky

• Most pick time when latest team member arrives
• If too variable pick time right before lunch (11:45) (make sure team not waiting for
standup to start work).
• Once team decides on a time, make sure time is reviewed regularly to make sure it
is still appropriate for everyone.
• If someone occasionally cannot make it, ensure they attend by proxy
• Always start on time. Do not wait. Standup is for entire team and not a particular
individual (SM, PO, or tech lead)


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Fines or penalties for latecomers
• Works for some teams. Pay fine when member is late. Give to charity or happy
hour at end of month
• Key is that latecomers understand they disappointed the team. Should not get
warm feeling from giving to charity
• Study about fining parents for arriving late at day care center
• Opposite effect
• More parents come late because they see fine as charge for extra service


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Pushups for Latecomers!
• Mark Levinson describes case where team decided to do pushups when member is
late
• Peer Pressure – Entire team did push-ups
• Great as long as solution driven by the team and working for the team


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Team probably looks like this today!


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2. Information overload

• Member goes on and on with his updates
• Feels like storytelling
• Lost in the details
• Significant details lost
• Leads to problem solving

Picture:
http://www.flickr.com/photos/kodomut/3616896096/sizes/z/in/photostream/

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Problem solving

• Standups are not for discussion
• Standups should encourage discussions but discussions should take place later,
after standup
• Standups should allow for clarifications but members should know there limits


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• Sticking to format of the 3 questions helps keep focus and rhythm
• Create parking lot for follow-up topics for discussions
• Writing update on 3X5 index card

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3. Pardon the interruption

2 types: Internal and external


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Internal Interruptions

Interruption like information overload or socializing during standup. Leave those for
the watercooler.


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External Interruptions

• People interrupting that are not supposed to talk during standup
• Rules as to who is allowed and not allowed to attend or talk during standup
• Only rule that matters:
• If you have something to say that will impact the deliverable of a story for
this sprint then please speak up
• If not, do not interrupt


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• Be polite, be tactful and ask people not to interrupt
• Use parking lot to hold-off questions and interruption
• Put-up creative signs!


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4. Aches and pains

Meeting too long
• Signs include wobbly legs, leaning against furniture, stretching backs
• Rule of thumb: 10 minute standups. Average of 30s to 1 min per member
• Remember, reason for standing up is to keep meeting short

Picture:
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• Time box the standup to 10 minutes
• Cut meeting short even if not everybody gets a turn
• Follow 3 question format
• Team will quickly learn, establish rhythm and finish on time by being brief while
providing significant details


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5. Mumble mumble

• Member mumbles update and skips over significant details
• Member low talker, provides significant details but no one can hear or understand


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• Don’t let the update slide
• Make sure everyone hears and understands the update
• Encourage members to step-up, and speak-up clearly
• 30 seconds of fame to showcase value added to product and contributions to team


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Clueless

• “Hmmm, I can’t remember what I did yesterday. “
• Looking at board should jolt memory
• If not, team member not working on high priority story and not directly
contributing to sprint


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Update by proxy or check list

• Ask members to come prepared with answers to the 3 questions
• Try update by proxy
• Each member gives the update of the person to their left
• Members learn to be brief and give each other significant updates as well
as keeping the scrum board updated
• Addresses Information overload, mumbling and being clueless


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• Disorganized team
• Multiple members speaking at same time
• Members looking for Scrum Master for go signal


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• Need to encourage self organization
• Setup simple rules
• Example: Round robin
• Members stand in a circle and give updates clockwise or counter-clockwise.
• Works, but with larger teams, members might get distracted until their turn
comes up

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• Pass the token is when only the member holding the token can speak
• Token can be ball or stuffed animal
• After update, members throw token randomly to another member
• Helps keep team focused on who is giving update and keeps energy high. Fun!


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• Stories in order on Scrum board
• Start with 1st story and walk down the board
• Members might give updates multiple times
• Works well with large teams


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8. Rinse and repeat

• Same status day after day
• Indicates no progress being made
• Impediments not removed
• Impediments not raised


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Blockers

• Highlight blockers
• Use color code on Scrum board
• Create list of blockers
• Report update on blockers removed/remaining


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• No blocker!
• Pay attention every time someone says no blocker
• Might be a sign of not raising impediment
• Monitor progress and inquire if really no blocker
• Some feel a challenge when facing a bug and want to solve it even if
spinning there wheels
• Others shy or embarrassed to ask for help


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9. Taking charge

• Standup run by Scrum master
• Scrum master giving out assignments
• Team reporting status to Scrum master
• Back to command and control

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We want to encourage a culture of collaboration, impediment identification and
removal, commitment, transparency, accountability, focus, and self organization.

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To encourage such a culture
• Avoid having SM or team lead standing in the middle
• Avoid giving out assignments, but do have a prioritized backlog
• Break eye contact
• Look up at ceiling
• Look down at shoes
• Keep moving and stand at awkward angle that makes it difficult for speaker
to face you
• Encourage team to face each other
• Rotate the facilitator
• Each day have a different member be the standup champion and have
them facilitate the meeting
• Hide come standup time
• Ultimate test is when team still gets together even though SM or team lead
not available

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Silver Bullet
• Standups not the solution for all problems
• Not all meeting are standups
• Do not have all other meetings standing up
• Standups do not replace all other types of meetings
• Do not wait for standup to raise problems
• Communicate issues as soon as they come up


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Standup not a solution to all your problems

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Take your standups from slow, boring, to fast sprints!


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Sprinting while identifying and removing impediments


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Daily Stand up patterns & heuristics - Fadi Stephan

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