September 28 & 29, 2020 | Virtual
Please login or join to subscribe to this thread
Rather than re-invent the wheel, I'd suggest you search for the multiple articles which Mike Cohn has written on improving key Scrum ceremonies.
The team ought to run stand-ups themselves and they shouldn't need any planning or management. In Scrum it is the Scrum Master's job to make sure that stand-ups happen but not to manage the meeting or even necessarily to be present at it (Scrum Master's presence is optional unless the SM is also a member of the development team).
@Kiron hit the nail. Adding to that, "we cover a lot of ground" means that something is not working in the daily stand up.
The purpose of Stand up meetings are to get status,
- What you did yesterday?
- What you work on today?
- Is there any impediment I can help?
It normally first thing in morning to get PM idea there was or wasn't any issue yesterday, what team will work on today, is there any blockage which need to be address or team needs PM help.
Its necessary for PM to help complete the sprint and monitor 'burn down chart', if everything is working smoothly then PM knows that sprint will be complete without any issue or any incomplete user stories.
Lets say if any developer has issue yesterday, PM can talk to that developer off line and help him resolve it. This way it won't be too late
the purpose of stand ups is NOT to get status. Status can be seen by using one of the information radiators available to any stakeholders such as a work board, burn down chart or so on.
I think Tabassum does not mean the status of project, He mean those questions to be answered/discussed during stand up meeting (for 10-15 min).
However for me I learned a good point from Kiron.
Thanks for sharing.
Please login or join to reply