I've introduced a new project life cycle model in our organization. It's an exotic cocktail,…
Today our project managers and development managers reviewed the practice of the stand-up meetings introduced by me into our organization a number of weeks ago. Naturally, we performed this review standing up! Though I'm afraid to say that the review lasted 20 minutes, which is a little too long. But I'm sure Jason Yip won't scold us for it. These are some of my conclusions, drawn from our review:
Standard examples and patterns for stand-up meetings assume that all team members are working on one and the same project, and that there is a slow and steady pipeline of large-grained user stories or scenarios. But in our case the team dynamics often resemble that of a support team.
Nevertheless, in our review we concluded that our stand-ups seem to offer enough value to keep them going. Our development managers and project managers simply need to solve the mismatch between the intended purposes of these meetings with our own reality. Basically, this means that, during the day, they need to keep each other informed about all those projects and all those issues, almost in real-time. I was actually glad to hear that the managers told me they usually already know everything that is told by the team members during a stand-up meeting. That's perfect!
A new article by me on the subject of stand-up meetings is now under review by Better Software magazine. I will let you know if and when it gets published.