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Keeping more intense discussions / problem solving discussions for beyond the Daily Scrum meeting ..

We would all have seen this happen. It is a natural human tendency. During the Daily Scrum meeting, a team members explains an impediment to the rest of the team, and a couple of them nod their heads, others would have the tendency to add nuances, and others would start suggesting solutions. Now, this is the way that a number of problems are solved, with other team members offering solutions to problems, based on either their experiences or their technical knowledge. So far so good. However, there is a bad in this case. This is a Daily Scrum Meeting, which is supposed to be a quick meeting (in many cases where team members are not expected to be sitting, in the form of a stand-up meeting). The primary rule of the Daily Scrum Meeting is that it is supposed to be quick, with team members quickly explaining their tasks done, their tasks for the current day, and impediments they face. Once the meeting starts into a discussion, it can quickly exceed this format, and this can become a regular affair. This disrupts the time scheduling of other team members who are not relevant to such a discussion, and can quickly become irritating to them about why they have to be there and discuss these issues.
A better solution is to note these issues for which there is a technical or design solution (or even a feature problem), and then have follow up meetings post the Daily Scrum Meeting. These meetings can be treated as many of the people in the Daily Scrum Meeting continuing the discussion, but it should be clear that the Daily Scrum Meeting has ended. Those who wish to stay on for this discussion can stay, but those who are not interested or for which the discussion is not relevant should leave the meeting and get to whatever they had planned to do. This new meeting can last for much longer than a Daily Scrum Meeting and there is no need for the Scrum Master to be part of this meeting, and there should not be any expectations from the Scrum Master in terms of this meeting.
The advantage of this approach is that the principles of the Daily Scrum meeting are preserved and team members feel that their time is not being wasted; that there is an effort to treat the whole business of using the Scrum Development model seriously within the team. And of course, it is not necessary that these meetings should be held. If there is no topic serious enough that there needs to be such a discussion, then the Daily Scrum meeting will terminate and there will be no further meeting after that one.
If there are multiple issues that need resolution, then the scheduling of these meetings are dependent on the number of people involved in each meeting and whether there are common people for resolving these issues. Typically, the most important item should be taken up first and then the others. Of course, if the discussions require separate sets of people, they can go on at the same time and not have any issue of scheduling. It is also not expected that such meetings will have any note taking from the Scrum Master.

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