Daily meeting

Dear Kathirvel
Thank you for participating in this reflection and for your opinion.

We agree: "brings opportunity to inspect and plan for next 24 hours"

How do team members react to these two daily meetings?

In your opinion, is it sustainable in the medium and long term?

Two daily meetings might create pressure and wasting time, as per agile scrum one can be status meeting(15 minutes only), if developer need they may have technical discussion after the status meeting. it can be sustainable medium until learning curve increases.

Dear Kathirvel
Thanks for your feedback

Once the team members have reached the level of maturity, can it be suppressed?

Dear Ivan
Thank you for taking part in this reflection

Interesting the issue of people being treated as cyborgs instead of being treated as human beings

The daily meeting, according to the results of my research (correct me if you are mistaken), is held early in the day, before work has begun, and is intended to exchange information about what each team member will do

Interesting cost-benefit question (consultants hourly cost versus daily meeting benefit)

You assume that team members are outsourcing to the company (once again, I ask you to correct me if I am mistaken)

We agree with what he wrote: "it is nothing more stressful than being interrupted for a meeting in the middle of the work", disregarding the cost associated with the interruption and resumption of the work being done

You ask two questions: "Probably the Agile mindset * is not applicable for the Scrum framework? How is it than an" Agile way "of delivering projects?

One of the reasons that led me to create this reflection was to know what people who are familiar with the agile approach to projects think.

By the way. Do you know the Agile Manifesto?

You ask an interesting question: "Would it not be better to plan, and design the solution ahead, and foresee potential barriers?"

* I don't know what Agile Mindset is
I only know two categories of Mindset:
- Fixed Mindset
- Growth Mindeset

Dear Luis,
The example I mentioned is prevalent in the consulting business. Typically, after the organization buys an off-the-shelve software, the next step is to create a combined team of external consultants and internal folks they will carry on the transition efforts. Cinching them daily for a “status meeting” is not necessary, neither economically viable.

You may have missed the irony in my statement. Enforcing daily meeting just for the “cause” introduces the worst possible form of micromanagement. It does not even matter what the meeting is called for. How does it stand against many Agile proclaimed principles, the one of them being value people more than processes and tools when you enforce process on them?

Furthermore, the concept of daily meetings is not “invented” by Agilists. It has been used for centuries in different settings, such as military, hospitals, construction, civil engineering, automotive industry, to name a few. How does it relates to software development, where the tasks are highly unpredictable? Does the construction worker decide on the spot what he or she will be working on that day?

No, I am not mistaken. Daily meetings are held in some organizations early morning, in some others at noontime. However, as a general principle, as later you got knowledge of impediments, as more difficult is to react to it. You can package in a way you like it. The concept stays the same.

To understand the “Agile manifesto,” you may think to search for supportive documents outside of a one-pager. Perhaps being familiar with a new development process (e.g. BAH), being informed about Agility Forum and content of “21st Century Manufacturing Enterprise Strategy” (Nagel, 1992). Furthermore, Takeuchi & Nonaka, 1986 paper, Dr. Winston Royce's paper, “Managing the Development of Large Software Systems,” 1970, where he never mentioned the word “waterfall,” neither conceptually references it. You may notice that only the shortlist of referenced materials may quickly surpass multiple times the one-pager Agile manifesto. Many may still believe in being Agile experts, by faithfully repeating the content of four short sentences and “12 principles.”

Sorry for the inconvenience I caused, but I will be out of here for my further comments. I would not like to disturb further discussions.
Cheers!

Dear Riyadh
Thank you for participating in this reflection and for your opinion.

How do team members react to these two daily meetings?

In your opinion, is it sustainable in the medium and long term?

Dear Salem
Thank you for participating in this reflection and for your opinion.

Interesting what he wrote: "Usually the team member feels pressured in 2 cases.
-The new team member who is not used to the daily meeting
- The weak team member who don't perform as the rest of the team "

How do team members react to these two daily meetings?

In your opinion, is it sustainable in the medium and long term? Even for mature teams?