2. THE MANIFESTO
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over comprehensive documentation
Responding to change over following a plan
3. THE MANIFESTO
THE FORGOTTEN ONE
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over comprehensive documentation
Responding to change over following a plan
4. Are we building projects around motivated individuals?
Are we giving our teams the environment and support they need?
5. “Stand-ups are such a waste of time.
We already communicate through out
the day, why do a daily stand-up at all?
I don’t see the point!”
6. THE SYMPTOMS
Reporting to the ScrumMaster
Multiple conversations at a time
Command and control
(No IM… No stand up)
Going into solution mode. Going off track with non
project related discussions.
Stating the obvious:
Long stand-ups “My task is „in progress‟.”
People speaking softly
Picking the same spot to
stand everyday
Not coming to stand ups prepared:
Awkward moments of “I forgot what I did yesterday”
silence / looking around
12. The Time-Bomb Experiment
A bomb is about to go off in 5 minutes. All of the team members must
<do something> under 5 minutes in order to diffuse the bomb.
13. The Time-Bomb Experiment
Do what?
Tell everyone your name, your profession. And if your were to print a T-Shirt
for yourself, what would it say and why?
14. The Time-Bomb Experiment
Do what?
Tell everyone your name, your profession. And if your were to print a T-Shirt
for yourself, what would it say and why?
Talk as if you‟re speaking to the person standing farthest from you.
15. The Time-Bomb Experiment
Do what?
Tell everyone your name, your profession. And if your were to print a T-Shirt
for yourself, what would it say and why?
Talk as if you‟re speaking to the person standing farthest from you.
Pass the bomb to the person standing next to you. Repeat 1, 2 & 3
16. The Time-Bomb Experiment
Do what?
Tell everyone your name, your profession. And if your were to print a T-Shirt
for yourself, what would it say and why?
Talk as if you‟re speaking to the person standing farthest from you.
Pass the bomb to the person standing next to you. Repeat 1, 2 & 3
If the bomb goes off before everyone has had a chance to speak, the
people who do get a chance to speak… die. The survivors finish the stand
up nonetheless.
17. The Time-Bomb Experiment
Do what?
Tell everyone your name, your profession. And if your were to print a T-Shirt
for yourself, what would it say and why?
Talk as if you‟re speaking to the person standing farthest from you.
Pass the bomb to the person standing next to you. Repeat 1, 2 & 3
If the bomb goes off before everyone has had a chance to speak, the
people who do get a chance to speak… die. The survivors finish the stand
up nonetheless.
End of experiment
19. LET‟S TRY AGAIN
Recall a person‟s name, his profession, T-Shirt slogan and why was it
chosen
Talk as if you‟re speaking to the person standing farthest from you.
If you can‟t recall any of the 4 things… you die
Pass the bomb to the person standing next to you. Repeat 1, 2 & 3
If the bomb goes off before everyone has had a chance to speak, the
people who do get a chance to speak… die. The survivors finish the stand
up nonetheless.
End of experiment
The biggest misconception is that the Daily Stand-Up is a status reporting mechanism. This misconception is amplified further by the emphasis Scrum puts on the "three questions" that team members are asked. Running through the answers, one team member at a time, can feel very much like a status report
The biggest misconception is that the Daily Stand-Up is a status reporting mechanism. This misconception is amplified further by the emphasis Scrum puts on the "three questions" that team members are asked. Running through the answers, one team member at a time, can feel very much like a status report
