34688RE: [scrumdevelopment] Daily Scrum Three Times a Week - Scrum Anti Pattern
- Nov 19, 2008
Couple of questions Mark
How long are your iterations?
What does your planning cycle look like?
What does the PO think?
What does the team see as the value of the (almost) daily Scrum they are suggesting?
Is this an improvement over what they are doing?
What is the daily rhythm of the team? Are they constantly talking over what they are doing, where they plan to be and are they coming to you as soon as they smell an impediment?
What is your bug rate?
What is your customer’s acceptance rate?
Michael F. Dwyer
"Planning constantly peers into the future for indications as to where a solution may emerge."
"A Plan is a complex situation, adapting to an emerging solution."
From: email@example.com [mailto:firstname.lastname@example.org] On Behalf Of Mark Levison
Sent: Wednesday, November 19, 2008 4:05 PM
Subject: [scrumdevelopment] Daily Scrum Three Times a Week - Scrum Anti Pattern
In recent days several of my colleagues have seriously suggested that they only need a daily Scrum 3 times a week. My blood boiled, my brain went into gear and froze. I've not assembled a good counter argument.
My colleague claims:
I can say for our team 3 times a week (M-W-F) is more than adequate. We update existing legacy mainframe code and as such our tasks are measured in days, not hours. Therefore, we found not enough progress is made in a single day for a daily scrum to be interesting. BTW our sprints are 4 weeks long.
To my mind the first problem is tasks are too large. I will address that with them.
But that leaves me with a bigger question, why does the daily standup have to daily, so far I have
· Its the heartbeat of the team
· Keeps individuals focused by providing a daily reminder of what's valuable to the team. It becomes the heartbeat of the team.
· Keeps everyone on the team in touch with what other team members are doing – which helps cross pollination and also demonstrate that all team members are participating equally.
· Problems discovered are solved offline – promoting both fact based problem solving and a greater reliance on your teammates. According to Karl Weick (author of "Managing the Unexpected: Assuring High Performance in an Age of Complexity") , surfacing problems is one of the biggest issues that organizations and groups face.
· Encourages team members to talk to each other a habit which usually extends beyond the daily scrum. Result: problems are solved more quickly and a better quality of architecture evolves.
· By talking about what we intend to accomplish we're making a form of public commitment which helps motivate us ("Influence: Science and Practice" by Cialdini - Chapter 3 Commitment and Consistency) . Yes this effectively a form of social pressure.
What have a missed?
Mark - foaming at the mouth.
Blog: http://www.notesfro matooluser. com/
Recent Entries: Agile/Scrum Smells: http://www.notesfro matooluser. com/2008/ 06/agilescrum- smells.html
Agile Games for Making Retrospectives Interesting: http://www.notesfro matooluser. com/2008/ 10/agile- games-for- making-retrospec tives-interestin g.html
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