So in SCRUM...?
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if you're close to the release date, of course. there's a time for work, then there's a time for ruthlessly prioritizing everything. hitting that date might be the most important thing in the world, to the sales and support departments, because they have already told all of their external contacts that the new version will be coming out on this day. and if development screws that up, and makes the sales team look bad, then development is going to be in a world of sh*t.
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Is it normal to have daily meetings lasting 1/2 hour, every issue being analyzed as to it's impact on the schedule. It's not pleasant and is in fact odd and seems to encourage hostilities. My first SCRUM project I worked on. Was just wondering?
The SCRUM meetings I had so far never lasted longer than about 15 minutes with 10 people. This is already a rather large team to do SCRUM with, but you should be able to keep the amount of time down a bit. The way we manage time during a standup is to move large issues to a separate offline discussion of which a summary is reported in the next standup meeting. Otherwise things tend to get hasty and counter-productive. People want to move and get on with their work ;)
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Is it normal to have daily meetings lasting 1/2 hour, every issue being analyzed as to it's impact on the schedule. It's not pleasant and is in fact odd and seems to encourage hostilities. My first SCRUM project I worked on. Was just wondering?
Scrums should be kept to a minimum. Each team member should answer the following three questions: 1. What have you done since the last Scrum 2. What are you going to be doing 3. Do you have any impediments (aka blockers) Typically, each team member should restrict their updates to 5mins. So the size of the team will have a direct impact on "how long it will take". If anyone has any questions outside of that, they should be held until after the Scrum. Only those team members to which those questions pertain, should be held. If the team determines the questions are going to take a significant amount of time to resolve, then the Scrum Master should schedule a meeting specifically to address those issues. It is up to the Scrum Master to ensure your Scrums run properly, and don't "run away". The Scrum Master is also responsible for keeping "hostilities" in check.
:..::. Douglas H. Troy ::..
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if you're close to the release date, of course. there's a time for work, then there's a time for ruthlessly prioritizing everything. hitting that date might be the most important thing in the world, to the sales and support departments, because they have already told all of their external contacts that the new version will be coming out on this day. and if development screws that up, and makes the sales team look bad, then development is going to be in a world of sh*t.
Chris Losinger wrote:
ruthlessly prioritizing everything
Chris Losinger wrote:
if development screws that up, and makes the sales team look bad, then development is going to be in a world of sh*t.
This started from day one (2 weeks ago). Delivery date is 6 months out
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Scrums should be kept to a minimum. Each team member should answer the following three questions: 1. What have you done since the last Scrum 2. What are you going to be doing 3. Do you have any impediments (aka blockers) Typically, each team member should restrict their updates to 5mins. So the size of the team will have a direct impact on "how long it will take". If anyone has any questions outside of that, they should be held until after the Scrum. Only those team members to which those questions pertain, should be held. If the team determines the questions are going to take a significant amount of time to resolve, then the Scrum Master should schedule a meeting specifically to address those issues. It is up to the Scrum Master to ensure your Scrums run properly, and don't "run away". The Scrum Master is also responsible for keeping "hostilities" in check.
:..::. Douglas H. Troy ::..
Bad Astronomy |VCF|wxWidgets|WTL -
Chris Losinger wrote:
ruthlessly prioritizing everything
Chris Losinger wrote:
if development screws that up, and makes the sales team look bad, then development is going to be in a world of sh*t.
This started from day one (2 weeks ago). Delivery date is 6 months out
kmg365 wrote:
This started from day one (2 weeks ago). Delivery date is 6 months out
well, there's always some planning at the start, just to get a rough idea as to what can reasonably make it into the release - estimates etc.. but it usually stops once marketing, sales & dev agree on what features need to be in the release. and that all happens before the cycle starts, ideally. once things get moving, talk of the schedule only happens when something really extraordinary comes up which will definitely affect the deadline - or when the release date gets close. i'd be a little worried, frankly, if any manager (or developer) was constantly nervous about the schedule six months out. again, that's my experience. every place does things a little differently, though. no two managers are alike...
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Is it normal to have daily meetings lasting 1/2 hour, every issue being analyzed as to it's impact on the schedule. It's not pleasant and is in fact odd and seems to encourage hostilities. My first SCRUM project I worked on. Was just wondering?
It sounds like they're using SCRUM for the wrong reasons. One place I was at it was an excuse to void organisng and acting like a laod of merchant bankers compelte with red braces. Yes, there is a euphemism in there as well.
Join the cool kids - Come fold with us[^]
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Is it normal to have daily meetings lasting 1/2 hour, every issue being analyzed as to it's impact on the schedule. It's not pleasant and is in fact odd and seems to encourage hostilities. My first SCRUM project I worked on. Was just wondering?
kmg365 wrote:
Is it normal to have daily meetings lasting 1/2 hour
Meeting length has less to do with the product and the methods than the people. Talk to me when you've survived a two hour session of "You broke ... Jeff, fix it." Our longest meeting was 4.5 hours I think... I've lost track there have been soooooo many and they all ended up being complete wastes of time and just power-plays. The caller of those meetings now owns his own business. :-D
_________________________ John Andrew Holmes "It is well to remember that the entire universe, with one trifling exception, is composed of others." Shhhhh.... I am not really here. I am a figment of your imagination.... I am still in my cave so this must be an illusion....
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Is it normal to have daily meetings lasting 1/2 hour, every issue being analyzed as to it's impact on the schedule. It's not pleasant and is in fact odd and seems to encourage hostilities. My first SCRUM project I worked on. Was just wondering?
kmg365 wrote:
My first SCRUM project I worked on. Was just wondering?
from one of many SCRUM sources, I tried to convince others that this is how it should be... but with one meeting lasting 2 hours we never had more than one a week and sometimes we couldn't stomach that. Anyhow... try these rules on for a spin:
Before You Scrum Before holding your first scrum, your team – with the help of management – must decide what projects should be completed in the next 15 to 30 days – a time period known as the sprint. At the end of the sprint, your team is expected to have completed all assigned work. Also, it's important to remind managers that their job is not to tell the team members how to do their work, explains Schwaber, but instead to be their coach and help them succeed. Rules for Scrum Meetings * Choose a scrum leader to enforce the rules during the sprint * Hold scrums every day in the same location and at the same time - preferably first thing in the morning * Each scrum should last only 15 to 30 minutes * Ask all participants the same three questions: What did you do since the last scrum? What are you going to do between now and the next scrum? Is anything in the way of you doing your work? * Address issues other than the three questions outside the scrum – this includes suggestions for a team member who's hit a roadblock * Managers are not allowed to speak * If a manager or colleague assigns unplanned work to a team member that will throw the team's schedule off track, the scrum leader has the power to excuse the person of the additional work. The work must either be fit into the next sprint or be assigned to someone who's not on the team. * Your team must have a concrete deliverable for management after the sprint * Start the process again after each sprint
_________________________ John Andrew Holmes "It is well to remember that the entire universe, with one trifling exception, is composed of others." Shhhhh.... I am not really here. I am a figment of your imagination.... I am still in my cave so this must be an illusion....
modified on Wednesday, June 16, 2010 10:47 PM
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Is it normal to have daily meetings lasting 1/2 hour, every issue being analyzed as to it's impact on the schedule. It's not pleasant and is in fact odd and seems to encourage hostilities. My first SCRUM project I worked on. Was just wondering?
Yes that is normal. It may not be pleasant, but it will definitely encourage accountability and responsibility.
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It sounds like they're using SCRUM for the wrong reasons. One place I was at it was an excuse to void organisng and acting like a laod of merchant bankers compelte with red braces. Yes, there is a euphemism in there as well.
Join the cool kids - Come fold with us[^]
Trollslayer wrote:
there is a euphemism in there as well
:laugh: how did you go getting gear for those contractors btw (what, 2 weeks ago now, you were having a longer weekend and had to find gear at the last moment - or did you use that axe you were muttering about ?) 'g'
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Is it normal to have daily meetings lasting 1/2 hour, every issue being analyzed as to it's impact on the schedule. It's not pleasant and is in fact odd and seems to encourage hostilities. My first SCRUM project I worked on. Was just wondering?
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Is it normal to have daily meetings lasting 1/2 hour, every issue being analyzed as to it's impact on the schedule. It's not pleasant and is in fact odd and seems to encourage hostilities. My first SCRUM project I worked on. Was just wondering?
We call them Stand-ups because everyone has to stand up. Believe me that makes it go faster. Also each person has only 3 major questions: 1) What did you do yesterday. 2) What are you doing today. 3) What are your blockers. This is the most important question. Normally I find that you don't have a blocker everyday. Another thing to remember is to keep the number of people down. If it gets to big you probably arn't don't agile effectively. My standups last from 5-10 minutes.
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Is it normal to have daily meetings lasting 1/2 hour, every issue being analyzed as to it's impact on the schedule. It's not pleasant and is in fact odd and seems to encourage hostilities. My first SCRUM project I worked on. Was just wondering?
It sounds like you have PM pretending to be a SCRUM Master.. The Daily SCRUM Meeting otherwise known as the "Stand Up" Requires each SCRUM team member to stand up and answer the following 3 questions 1. What did you get done yesterday? 2. What will you do today? 3. Are there any obstacles?
if (ToErr == Human.Nature) { Forgive = Divine; }
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Trollslayer wrote:
there is a euphemism in there as well
:laugh: how did you go getting gear for those contractors btw (what, 2 weeks ago now, you were having a longer weekend and had to find gear at the last moment - or did you use that axe you were muttering about ?) 'g'
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Chris Losinger wrote:
ruthlessly prioritizing everything
Chris Losinger wrote:
if development screws that up, and makes the sales team look bad, then development is going to be in a world of sh*t.
This started from day one (2 weeks ago). Delivery date is 6 months out
Surely if the delivery date is 6 months away then that would be a scrum marathon rather than a sprint?
ChrisB ChrisDoesDev[^]
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Is it normal to have daily meetings lasting 1/2 hour, every issue being analyzed as to it's impact on the schedule. It's not pleasant and is in fact odd and seems to encourage hostilities. My first SCRUM project I worked on. Was just wondering?
No - take the chairs out of that meeting room. It is becoming a school staffroom meeting rather than a scrum.
'--8<------------------------ Ex Datis: Duncan Jones Free eBook: Printing - a .NET Developer's Guide (Part 1)
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We have a 15 minute meeting every morning at 9:45AM and they are quite useful IMHO.
Rob Caldecott wrote:
We have a 15 minute meeting every morning at 9:45AM and they are quite useful IMHO.
that would seem about right IMO. anything longer and it can potentially work against productivity.
---Guy H ;-)---
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kmg365 wrote:
My first SCRUM project I worked on. Was just wondering?
from one of many SCRUM sources, I tried to convince others that this is how it should be... but with one meeting lasting 2 hours we never had more than one a week and sometimes we couldn't stomach that. Anyhow... try these rules on for a spin:
Before You Scrum Before holding your first scrum, your team – with the help of management – must decide what projects should be completed in the next 15 to 30 days – a time period known as the sprint. At the end of the sprint, your team is expected to have completed all assigned work. Also, it's important to remind managers that their job is not to tell the team members how to do their work, explains Schwaber, but instead to be their coach and help them succeed. Rules for Scrum Meetings * Choose a scrum leader to enforce the rules during the sprint * Hold scrums every day in the same location and at the same time - preferably first thing in the morning * Each scrum should last only 15 to 30 minutes * Ask all participants the same three questions: What did you do since the last scrum? What are you going to do between now and the next scrum? Is anything in the way of you doing your work? * Address issues other than the three questions outside the scrum – this includes suggestions for a team member who's hit a roadblock * Managers are not allowed to speak * If a manager or colleague assigns unplanned work to a team member that will throw the team's schedule off track, the scrum leader has the power to excuse the person of the additional work. The work must either be fit into the next sprint or be assigned to someone who's not on the team. * Your team must have a concrete deliverable for management after the sprint * Start the process again after each sprint
_________________________ John Andrew Holmes "It is well to remember that the entire universe, with one trifling exception, is composed of others." Shhhhh.... I am not really here. I am a figment of your imagination.... I am still in my cave so this must be an illusion....
modified on Wednesday, June 16, 2010 10:47 PM
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Surely if the delivery date is 6 months away then that would be a scrum marathon rather than a sprint?
ChrisB ChrisDoesDev[^]