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| name="the_daily_scrum,_oSM0AOF-Edyp34pwdTOSVQ" guid="-bGl4WDpeag1duq9jSWKwLg" |
| changeDate="2008-07-31T13:18:31.531-0400"> |
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| <mainDescription>On each day of a sprint, the team holds daily meetings (“the daily scrum”). Meetings are typically held in the same
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| location and at the same time each day. Ideally the daily scrums are held in the morning as they help set the context for
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| the coming day's work.<br />
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| <br />
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| All team members are required to attend the daily scrum. Anyone else (for example, a departmental VP, a salesperson, or a
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| developer from another project) is allowed to attend but is there only to listen. This makes the daily scrums an excellent
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| way for a Scrum team to disseminate status information--if you're interested in hearing where things are at, attend that
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| day's meeting.<br />
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| <br />
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| The daily scrum is not used as a problem-solving or issue resolution meeting. Issues that are raised are taken offline and
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| usually dealt with by the relevant sub-group immediately after the daily scrum. During the daily scrum each team member
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| provides answers to the following three questions:<br />
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| <br />
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| 1. What did you do yesterday?<br />
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| 2. What will you do today?<br />
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| 3. Are there any impediments in your way?<br />
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| <br />
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| By focusing on what each person accomplished yesterday and will accomplish today the team gains an excellent understanding
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| of what work has been done and what work remains. The daily scrum is not a status update meeting in which a boss is
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| collecting information about who is behind schedule. Rather, it is a meeting in which team members make commitments to each
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| other. If a programmer stands up and says "Today I will finish the data storage module" everyone knows that in tomorrow's
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| meeting he will say whether or not he did finish. This has the wonderful effect of helping a team realize the significance
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| of these commitments and that their commitments are to each other, not to some far-off customer or salesman.<br />
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| <br />
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| In cases where the ScrumMaster cannot remove these impediments directly himself (e.g., usually the more technical issues)
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| he still takes responsibility for making sure someone on the team does quickly resolve the issue.</mainDescription> |
| <keyConsiderations><p>
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| There is an old joke in which a chicken and a pig are talking and the chicken says, "Let's start a restaurant." The pig
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| replies, "Good idea, but what should we call it?" "How about 'Ham and Eggs'" says the chicken. "No thanks," says the
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| pig, "I'd be committed, you'd only be involved." The joke is meant to point out the difference between those who are
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| committed on a project and those who are only involved. Scrum affords special status to those who are committed and
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| many teams enforce a rule in which only those who are committed are allowed to talk during the daily scrum.
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| </p>
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| <p>
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| Any impediments that are raised become the ScrumMaster's responsibility to resolve as quickly as possible. Typical
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| impediments are:<br />
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| <br />
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| * My ____ broke and I need a new one today.<br />
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| * I still haven't got the software I ordered a month ago.<br />
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| * I need help debugging a problem with ______.<br />
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| * I'm struggling to learn ______ and would like to pair with someone on it.<br />
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| * I can't get the vendor's tech support group to call me back.<br />
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| * Our new contractor can't start because no one is here to sign her contract.<br />
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| * I can't get the ____ group to give me any time and I need to meet with them.<br />
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| * The department VP has asked me to work on something else "for a day or two."
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| </p></keyConsiderations> |
| </org.eclipse.epf.uma:TaskDescription> |
