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July 03, 2011


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It's harder to go on with my subversive actions when there are dailies. One of my primary strategies is to exploit the inefficiency of my managers :)

Eugene Jorov

@FireAphis: That's a lovely, honest comment. Still, subversion can sometimes be... lonely. When your need for personal growth and some fun at work peaks, there's no other way but share. Picking up dailies is the best way to start, I reckon.

Costya Zhorov

I have to add, that in my opinion, those meetings not only help the team to correctly estimate the goals and the time frames, but also make those goals be met on time.
When during one of those meetings a team member informs about a task he plans to complete and a time frame, it will be harder for him to miss that goal. No one wants to report about his own failure. That is why I think that a daily meeting will not only give an exact state of group progress, but increase productivity of that group as well.

Eugene Jorov

@Costya Zhorov: He-he, there's a big catch there! You are absolutely correct that making your intentions known to the colleagues adds extra pressure to deliver on time. On the other hand, this causes many fellas to try and dodge these meetings altogether - they don't want to face their team when the timing goes wrong. The conclusion here is that the team should not isolate and point fingers at individual failures -- but instead treat everything as "team tasks". It should be ok to fail and to be late, as long as the team can adapt == get better at time estimation. This calls for a team lead who can discharge the situation and steer the meeting towards the more positive, constructive perspective.

Costya Zhorov

@Eugene Jorov: The thing is, that on the long run, the team does not need those fellas who dodge meetings and constantly fail to deliver on time. A good professional will always be able to explain his delays. In my eyes this is exactly that tool that seperates between boys and men, those who can stand the pressure of a high pace and high commitment job, and those who can't.

Benoit Seligmann

Having working both with and without daily meetings, there is no doubt how much it help intercommunication and cooperation between team member.
I would almost say Team work starts with daily meeting.
Of course it's easy to blame the daily scrum when things are not working and engineers feel threatened because they can't deliver day after day.
The thing is there are no bad teams, just bad team leaders, and a good one, in my opinion, should use these awkward occasion to help instead of blaming!

Assaf Yavnai

From my experience I can say that this tool is great especially in large teams (5-15) and done by default in small teams (2-3)

(I don't know if it has an upper limit, or what happens when team is > 15)

Its harder to accomplish in globally distributed teams, for many reasons, but absolutely not impossible.

What I have observed that happened from it, as was mentioned by Mr. Jorov above, are thing like mutualism, TOI, bonding, sense of a greater goal, sharp and accurate status for all team member and so on.
But the most important aspect, in my opinion, is rhythm. After few weeks the team was acting as a single coordinated body. True it had a heart, a brain, arms and more. But it moved and act as a single entity. Thing went to smooth that one could actually rest in the middle of delivery pressure because another will fill the gap with no problem or question and vise versa. At this point managing the team was just to declare the next goal, the rest was happened by itself.
We take for granted our ability walk, but to see it happening with a team of people is truly amazing experience.


The problem with scrum meeting is the assumption that all team member want the same thing. This could cause problems.

As this post become long I will stop here....

Eugene Jorov

@Benoit: I agree, much depends on the team lead's ability to diffuse potentially uncomfortable situations during the daily meetings. It should be noted, that even though each team member reports on her individual progress, the performance is only measure for the team in total. This is so important I repeat myself: never, ever monitor individual performance. Either the TEAM is doing well, or not. Both XP and Scrum artifacts are designed this way.

Eugene Jorov

@Assaf: That's a wonderful description of the human side of development!

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