<story><title>Why your daily stand-ups don&apos;t work and how to fix them</title><url>https://lucasfcosta.com/2022/08/07/how-to-improve-daily-standups.html</url></story><parent_chain><item><author>bob1029</author><text>We have been to all ends of the earth on this sort of thing. The final conclusion I have arrived at:&lt;p&gt;The amount of process and ceremony required is inversely proportional to the trust level on the team.&lt;p&gt;Once we had some difficult conversations and realigned expectations, we found our daily standup was extremely redundant. Team members began to realize that others would simply reach out as needed. Everything is much more async now. Only 3rd party interactions require explicit scheduling these days. Prod down, vendor integrations, etc.&lt;p&gt;Other observations: We seem to somehow spend more time on adhoc calls than our prior scheduled calls, but A Lot More (tm) is getting done regardless. Stress levels seem down as well. Weird how you can have cake and eat it too sometimes.&lt;p&gt;I don’t know if I would sit here and proclaim that process is exclusively a bandaid for lack of trust, but it certainly seems like one indicator of this condition.</text></item></parent_chain><comment><author>i_am_proteus</author><text>Process has value specifically when one should assume a lower level of trust. This is not always a bad thing.  A few examples:&lt;p&gt;Larger organizations with significant turnover, such as government bureaucracies. Sub-groups of the organization rely on process to interface with each other.&lt;p&gt;Guild-like organizations that work on individual projects with changes in team composition.  Showing up to a new jobsite with people you haven&amp;#x27;t worked with before means less trust than you&amp;#x27;d have on a team that&amp;#x27;s been together for a while.  Process is the glue that keeps things functioning.&lt;p&gt;I&amp;#x27;d rather work on a small team in a high-trust environment, but such a thing doesn&amp;#x27;t often scale well to large projects in every industry.</text></comment>
<story><title>Why your daily stand-ups don&apos;t work and how to fix them</title><url>https://lucasfcosta.com/2022/08/07/how-to-improve-daily-standups.html</url></story><parent_chain><item><author>bob1029</author><text>We have been to all ends of the earth on this sort of thing. The final conclusion I have arrived at:&lt;p&gt;The amount of process and ceremony required is inversely proportional to the trust level on the team.&lt;p&gt;Once we had some difficult conversations and realigned expectations, we found our daily standup was extremely redundant. Team members began to realize that others would simply reach out as needed. Everything is much more async now. Only 3rd party interactions require explicit scheduling these days. Prod down, vendor integrations, etc.&lt;p&gt;Other observations: We seem to somehow spend more time on adhoc calls than our prior scheduled calls, but A Lot More (tm) is getting done regardless. Stress levels seem down as well. Weird how you can have cake and eat it too sometimes.&lt;p&gt;I don’t know if I would sit here and proclaim that process is exclusively a bandaid for lack of trust, but it certainly seems like one indicator of this condition.</text></item></parent_chain><comment><author>woutr_be</author><text>I&amp;#x27;ve had a similar impression in my previous company, this was a large multi-national bank who proclaimed they want to go agile. Spared no expense in hiring agile coaches and scrum masters.&lt;p&gt;It even went as far as some people having two standups a day, one with their own scrum team, and another with the &amp;quot;leaders&amp;quot; of other scrum teams.&lt;p&gt;Our scrum ceremonies were always stretched and highly moderator, except for the one that mattered, the retrospective. This was always hijacked by the agile coach, who pushed his agile believes and wouldn&amp;#x27;t listen to the actual developers who were trying to improve the process.&lt;p&gt;Obviously following agile to the letter, caused a lot of frustration amongst developers, and lead to almost every project failing. But at least the coaches got paid well.</text></comment>