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Originally published in Queue vol. 1, no. 7
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Comments

(newest first)

Warren Wise | Fri, 04 Jan 2013 21:10:30 UTC

Your post is misleading because it's out of context. This is the first time I've heard anyone speak of stand-up meetings outside of agile software development. The stand-up meeting that people (mostly, software developers) are raving about is an effective tool that eliminates waste in software development. There is no end to useless meetings in the field of Information Technology. Meetings where people seem to talk just to hear themselves talking. Stand-up meetings, in this type of environment are a way of focusing the team on results, sharing information and request assistance. I hated meetings until my company adopted agile software development methods.

You mentioned authoritarian leaders and command and control organizations. This is more evidence that your experience is out of context with those who attend stand-ups as part of a cross-functional, high-performance, self-organizing team. Sorry you've had such a bad experience. You can't blame the tool for that, though. You've got a people problem, moreso than anything else.


Jack Repenning | Mon, 20 Aug 2012 18:42:09 UTC

You mention several things that are at odds with "stand-up meetings" as I understand them. Perhaps it was your goal to point these out?

* I don't think anyone advocates the stand-up as the *only* communication within the group. Whatever communication would make work more effective should happen right away, as needed, when needed, among those involved, not be deferred until some regularly scheduled meeting (whatever the duration or posture). The key thing about the XP stand-up is that it's a meeting of *everyone*. There's some real communications value in having everyone present, no question; but there's real cost as well. The stand-up structure is intended, and should be managed, to optimize the all-here group value while minimizing the all-here group costs.

* The topic of the stand-up is not status, nor diatribe, but "accomplishments and impediments." Accomplishments, because once you've finished something, someone else may be ready to take the next step (and besides, you deserve some recognition for each accomplishment); impediments, because -- particularly in an XP team -- any team member might be able to remove the impediment.

On the other hand, you did finger the single most crucial, least talked about aspect of XP: it's 100% optimized around teams of the best. If your team has managers whose sour disposition is sabotaging all work, if you have workers who sand-bag and malinger, if you have not clear objectives or customer representatives & well, then, you're going to fail anyway; you can pick any process you like and blame the failure there, but that's not where it really resides.


zach moore | Sat, 29 Jan 2011 02:03:30 UTC

i suggest you a) discuss this issue with your team members or b) get a new job that is aligned with your beliefs


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