{"id":5003165,"date":"2015-12-16T21:47:44","date_gmt":"2015-12-17T05:47:44","guid":{"rendered":"https:\/\/aadev22.local\/?post_type=aa_glossary&#038;p=5003165"},"modified":"2022-08-29T15:24:32","modified_gmt":"2022-08-29T22:24:32","slug":"daily-meeting","status":"publish","type":"aa_glossary","link":"https:\/\/agilealliance.org\/glossary\/daily-meeting\/","title":{"rendered":"Daily Meeting"},"content":{"rendered":"<div>\n<div>\n<p>Each day at the same time, the team meets so as to bring everyone up to date on the information that is vital for coordination: each team member briefly describes any \u201ccompleted\u201d contributions and any obstacles that stand in their way. Usually, Scrum\u2019s <a href=\"https:\/\/agilealliance.org\/glossary\/three-qs\/\">Three Questions<\/a>\u00a0are used to structure discussion. The meeting is normally held in front of the\u00a0<a href=\"https:\/\/agilealliance.org\/glossary\/taskboard\/\">task board<\/a>.<\/p>\n<p>This meeting is normally\u00a0<a href=\"https:\/\/agilealliance.org\/glossary\/timebox\/\">timeboxed<\/a>\u00a0to a maximum duration of 15 minutes, though this may need adjusting for larger teams. To keep the meeting short, any topic that starts a discussion is cut short, added to a \u201cparking lot\u201d list, and discussed in greater depth after the meeting, between the people affected by the issue.<\/p>\n<\/div>\n<\/div>\n<h2>Also Known As<\/h2>\n<div>\n<div>\n<ul>\n<li>the \u201cdaily stand-up\u201d:\u00a0<a href=\"https:\/\/agilealliance.org\/glossary\/xp\/\">from Extreme Programming<\/a>, which recommended participants stand up to encourage keeping the meeting short<\/li>\n<li>the \u201cdaily scrum\u201d: by reference to the name of the Scrum framework, and alluding to the huddle-like appearance of a rugby scrum (somewhat paradoxically: see the historical note below)<\/li>\n<li>the \u201chuddle\u201d, \u201croll-call\u201d, or any number of variants<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<h2>Expected Benefits<\/h2>\n<div>\n<div>\n<ul>\n<li>the daily meeting prevents a common failure mode of teams, where in the absence of an explicit occasion to share recent information, some critical knowledge may sometimes \u201cfall through the cracks\u201d<\/li>\n<li>regular peer-to-peer sharing of information in a short, focused and energetic meeting also contributes to team cohesion<\/li>\n<li>stand-up meetings are\u00a0<a href=\"http:\/\/psycnet.apa.org\/?&amp;fa=main.doiLanding&amp;doi=10.1037\/0021-9010.84.2.277\" target=\"_blank\" rel=\"noopener noreferrer\">reliably<\/a> shorter, more pleasant, and more effective than sit-down meetings<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<h2>Common Pitfalls<\/h2>\n<div>\n<div>\n<ul>\n<li>perhaps the most common mistake is to turn the daily meeting into a \u201cstatus report\u201d with each member reporting progress to the same person (the team\u2019s manager,\u00a0<a href=\"https:\/\/agilealliance.org\/glossary\/scrum-master\/\">or the appointed Scrum Master<\/a>) \u2013 exchanges in the daily meeting should be on a peer-to-peer basis<\/li>\n<li>a second common pitfall is a daily meeting that drags on and on; this is easy to address with a modicum of <a href=\"https:\/\/agilealliance.org\/glossary\/facilitation\/\">facilitation<\/a>\u00a0skills<\/li>\n<li>a third common issue is a team finding little value in the daily meeting, to the point where people will \u201cforget\u201d to have it unless the Scrum Master or project manager takes the initiative; this often reveals a lukewarm commitment to Agile<\/li>\n<li>one final common symptom: the \u201cno problem\u201d meeting, where no team member ever raises obstacles (\u201cimpediments\u201d in Scrum parlance), even though the team is manifestly not delivering peak performance; this is sometimes an indication that the corporate culture makes people uncomfortable with discussing difficulties in a group setting.<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<h2>Origins<\/h2>\n<div>\n<div>\n<ul>\n<li>1993: Jim Coplien writes the original\u00a0<a href=\"http:\/\/orgpatterns.wikispaces.com\/StandUpMeeting\" target=\"_blank\" rel=\"noopener noreferrer\">StandUpMeeting pattern<\/a>.<\/li>\n<li>1994: Jim Coplien,\u00a0<a href=\"https:\/\/www.researchgate.net\/publication\/2816856_Borland_Software_Craftsmanship_A_New_Look_at_Process_Quality_and_Productivity\" target=\"_blank\" rel=\"noopener noreferrer\">describing<\/a>\u00a0his observations of the \u201chyperproductive\u201d Borland Quattro Pro team, notes their reliance on almost daily meetings: \u201cthe project was made more of meetings than anything else\u201d; this article is also cited as a strong influence on Scrum<\/li>\n<li>1997: Ken Schwaber\u00a0<a href=\"http:\/\/web.archive.org\/web\/19991103134019\/http:\/\/www.controlchaos.com\/scrumday.htm\" target=\"_blank\" rel=\"noopener noreferrer\">describes the \u201cdaily scrum\u201d<\/a>\u00a0(which does not appear in his earlier writings, such as the 1995 article \u201cSCRUM Development Process\u201d), this is later\u00a0<a href=\"http:\/\/www.jeffsutherland.org\/objwld98\/scrum_pattern.html\" target=\"_blank\" rel=\"noopener noreferrer\">recast in pattern form<\/a>\u00a0by Mike Beedle<\/li>\n<li>1998: the \u201cdaily stand-up\u201d is listed as one of the core practices in Extreme Programming<\/li>\n<li>2000, ca.: the \u201cthree questions\u201d of Scrum\u2019s daily meeting format are largely adopted by Extreme Programming teams<\/li>\n<li>2004-2006: the daily meeting is generalized as a core Agile practice, and with the widespread use of <a href=\"https:\/\/agilealliance.org\/glossary\/taskboard\/\">task boards<\/a> gain one final key guideline, \u201chold the daily meeting near the task board\u201d (<a href=\"https:\/\/web.archive.org\/web\/20071110015338\/http:\/\/agilethinking.net\/blog\/2006\/08\/10\/the-argentina-scrum-adventure-day-3\/\">described<\/a>\u00a0for instance by Tobias Mayer)<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<h2>Signs of Use<\/h2>\n<div>\n<div>\n<p>Sit in on a daily meeting as an observer. This is an excellent way to learn a great deal very quickly about a team\u2019s familiarity with Agile practices.<\/p>\n<\/div>\n<\/div>\n<h2>Further Reading<\/h2>\n<div>\n<div>\n<p><a href=\"http:\/\/martinfowler.com\/articles\/itsNotJustStandingUp.html\">It\u2019s not Just Standing Up<\/a>, by Jason Yip (2006-2011)<\/p>\n<\/div>\n<\/div>\n<div><\/div>\n","protected":false},"excerpt":{"rendered":"<p>The daily meeting is one of the most commonly practiced Agile techniques and presents opportunity for a team to get together on a regular basis to coordinate their activities.<\/p>\n","protected":false},"author":12,"featured_media":8067461,"parent":0,"menu_order":0,"comment_status":"open","ping_status":"closed","template":"","categories":[908],"tags":[],"class_list":["post-5003165","aa_glossary","type-aa_glossary","status-publish","has-post-thumbnail","hentry","category-process"],"acf":[],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/aa_glossary\/5003165","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/aa_glossary"}],"about":[{"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/types\/aa_glossary"}],"author":[{"embeddable":true,"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/users\/12"}],"replies":[{"embeddable":true,"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/comments?post=5003165"}],"version-history":[{"count":0,"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/aa_glossary\/5003165\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/media\/8067461"}],"wp:attachment":[{"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/media?parent=5003165"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/categories?post=5003165"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/agilealliance.org\/wp-json\/wp\/v2\/tags?post=5003165"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}