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Scrum explained: How to make the Daily Scrum a success

When following a process, it is very easy to tweak the process to make it more suitable for use, and this could result in a slightly enhanced rate of success. It is equally easy to make mistakes in the implementation of the process, something that will lead to reduced rates of success, or even in the failure to make the process effective. So many times in Scrum implementation, people find the Daily Scrum meeting a boring task, or cannot why they would need to meet everyday. When such feelings start setting in, it is very easy for these meetings to become ineffective. What can you do to make sure that you team makes these daily meetings very effective, thus leading to a higher rate of success for the Scrum.
Here are some tips and tricks that will help to make the daily Scrum meeting a success:
– The meeting is meant to be for a quick summary of current work done, and work done for the next day, as well as something that would impede success in doing this work. It is not meant to replace an issues meeting or be a problem solving meeting. Things that could impede a person are more like infrastructure issues such as lack of software, no place to sit, outside people not responding, etc.
– Issues identified that impede a person should be responded to quickly (as long as they seem genuine), by either the ScrumMaster, or by somebody else identified for this purpose
– From the above point, the meeting is supposed to be a short meeting, not more than 15-20 minutes.
– People realize after a couple of days that this is a good way for them to get a quick status update, and also serves as a channel for them to do the same
– Insist of people attending, and being on time. Reinforce this with penalties (agreed upon by the team at the start) so that people have a disincentive to be late or to skip. This also ensures that group pressure ensures that people will attend.
– People outside the Scrum team can attend the meeting, but they are there to listen, not to speak. Scrum meetings are meant for the team to state their positions.
– The Scrum team cannot be too large, not more than 8-10 people per team
– The area identified for each Scrum team is self-contained, and does not really depend on other teams
– One way some teams have made sure that the meetings are quick, and to the point is by making this a standing-only meeting. It ensures that
– The ScrumMaster steps in when the meeting seems to go off track – this ensures that people know that the meeting remains short and disciplined
– In the Scrum meeting, people talk to each other, and not give a Status Report to the ScrumMaster, there is no reporting relationship in the Scrum meeting
– If there is sustained feedback that the Scrum meetings are being seen as a waste of time, or not useful, then it is time to do an introspection as to what could be causing this pushback

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