Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Dec 02, 2019 5:16 PM
Replying to Anish Abraham
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It all depends on the work, but I prefer weekly meetings for my projects. However, we all communicate throughout the day which will help us to keep updated.
Dear Anish
Thank you for participating in this reflection and for your opinion.
How do you approach the weekly meetings versus daily meetings approach?
What about your team?
The objectives and processes used for your weekly meetings are identical to those of a daily meeting:
1: What did you accomplish since the last meeting?
2: What are you working on until the next meeting?
3: What is getting in your way or keeping you from doing your job?
If you switched to daily meetings, how would your team react?
Do you consider that the practice of daily meetings is sustainable in the medium and long term? Saving Changes...
Karl TwortSenior Project Manager| Fresh EggUnited Kingdom
Dec 02, 2019 2:04 PM
Replying to Luis Branco
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Dear Karl
Thank you for participating in this reflection and for your opinion.
What do the members say about this practice?
In your opinion, is it sustainable in the medium and long term?
Hey Luis,
Certainly within an Agile environment, yes. These fit well with the shorter 'Sprint' approach with usually 2 - 4 week Sprint deliveries.
May not be as relevant on a larger waterfall approach, but checking in with the team on a daily basis is something I will do on any size project I am running.
All depend on the reason, in some industries could be time-saving in other time-consuming.
Just to make sure everyone is on the same priority and don't block another team or team member.
Plenty of good or bad reason, just keep the one that make the project better perform.
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1 reply by Luis Branco
Dec 05, 2019 6:04 AM
Luis Branco
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Dear Vincent
Thank you for participating in this reflection and for your opinion.
What do the members say about this practice?
In your opinion, is it sustainable in the medium and long term?
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Dec 03, 2019 5:15 AM
Replying to Karl Twort
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Hey Luis,
Certainly within an Agile environment, yes. These fit well with the shorter 'Sprint' approach with usually 2 - 4 week Sprint deliveries.
May not be as relevant on a larger waterfall approach, but checking in with the team on a daily basis is something I will do on any size project I am running.
Karl
Dear Karl
Thanks for sharing this opinion. Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Dec 03, 2019 6:31 PM
Replying to Vincent Guerard
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Luis,
All depend on the reason, in some industries could be time-saving in other time-consuming.
Just to make sure everyone is on the same priority and don't block another team or team member.
Plenty of good or bad reason, just keep the one that make the project better perform.
Dear Vincent
Thank you for participating in this reflection and for your opinion.
What do the members say about this practice?
In your opinion, is it sustainable in the medium and long term? Saving Changes...
Mikel SteadmanPMO Leader| Development Dimensions InternationalTroy, Nh, United States
Luis,
A decision to create or not create a daily meeting is situational in my teams. Generally, the program teams hold a weekly meeting. The project managers create weekly meetings. We usually hold SteerCos monthly unless we are nearing a key milestone or kicking off a new project, then we bump it up to weekly.
My management team meets with me individually for 1 hour. The Agenda is usually a 1:1 development and a review of the status of their projects or CI initiatives.
However, if a major issue or risk is raised, one that can impact timelines, cost, or production, we will generally leverage 3 times per week or daily stand ups (agile scrum approach).
Mikel
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1 reply by Luis Branco
Dec 06, 2019 10:01 AM
Luis Branco
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Dear Mike
Thank you for participating in this reflection and for your opinion.
How have you been with this approach to weekly meetings?
In its weekly meetings it uses the approach:
1: What did you accomplish since the last meeting?
2: What are you working on until the next meeting?
3: What is getting in your way or keeping you from doing your job?
Saving Changes...
Melissa AntonianoTechnical Project Manager| NokiaColorado Springs, CO, United States
This is an interesting topic as it is relevant right now on my current project. First, I'm a fan of SHORT meetings, and my team appreciates that. Typically, I hold status meetings only once weekly until we get to a point where activities are in full swing with lots of moving parts, people and coordination is required. We do two daily check-ins at that point - in the morning via summary of what work took place the night before; and a daily short call at close of business to make sure all are aligned for work that upcoming night. The team finds them very valuable for communicating any issues; and allows me as the project manager to publish daily updates to all the stakeholders who by this point in a project are keenly interested in the progress.
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1 reply by Luis Branco
Dec 06, 2019 10:05 AM
Luis Branco
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Dear Melissa Thank you for participating in this reflection and for your opinion.
How have you been with this approach?
How do team members react to these two daily meetings?
In your opinion, is it sustainable in the medium and long term?
I recall one of our senior managers stating any meeting longer than 45 minutes was a waste of time. I believe that to be largely true.
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1 reply by Luis Branco
Dec 06, 2019 10:09 AM
Luis Branco
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Dear Steve
Thank you for participating in this reflection and for your opinion.
What is your opinion about the daily meeting (no more than 15 minutes), also called Stand-up meeting?
Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
I guess it depends on the daily meeting.
If it's a daily status update, then the entire purpose of the meeting is to create pressure. This could be an effective short-term tool when urgent milestones are at risk, but I'd agree that it seems like a bad practice for regular use. If employees have to prove their worth every day at work, then there's either something wrong with the employees or something wrong with management.
If it's a team standup, then I'd have to question why they feel this pressure. Standups should be a team's chance to coordinate their daily work, not report their status or justify their employment. Perhaps certain people involved need to modify their behavior in these meetings or simply not attend. I especially discourage "jury members" in daily standups who listen in but do not participate. They unwittingly initiate the Hawthorne Effect and create the type of pressure that's detrimental to effective standups.
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1 reply by Luis Branco
Dec 06, 2019 10:17 AM
Luis Branco
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Dear Wade
Thank you for participating in this reflection and for your opinion.
Very interesting your perspective: "They unwittingly initiate the Hawthorne Effect and create the type of pressure that's detrimental to effective standups.."
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Dec 05, 2019 6:39 AM
Replying to Mikel Steadman
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Luis,
A decision to create or not create a daily meeting is situational in my teams. Generally, the program teams hold a weekly meeting. The project managers create weekly meetings. We usually hold SteerCos monthly unless we are nearing a key milestone or kicking off a new project, then we bump it up to weekly.
My management team meets with me individually for 1 hour. The Agenda is usually a 1:1 development and a review of the status of their projects or CI initiatives.
However, if a major issue or risk is raised, one that can impact timelines, cost, or production, we will generally leverage 3 times per week or daily stand ups (agile scrum approach).
Mikel
Dear Mike
Thank you for participating in this reflection and for your opinion.
How have you been with this approach to weekly meetings?
In its weekly meetings it uses the approach:
1: What did you accomplish since the last meeting?
2: What are you working on until the next meeting?
3: What is getting in your way or keeping you from doing your job? Saving Changes...
