• Jane

Getting value from your stand-up

Don't stand alone.

The transition into becoming a self-organized team entails a fundamental change in how people, teams, and management see their individual responsibilities. Typically managed teams depend upon anointed leaders that give leadership, track progress and push the job to the end. Self-organized teams operate very differently, and in this team, there isn't any explicit or implicit purpose of a project leader or project manager. In the circumstance of a self-organized team, replacing status meetings with Stand-Up Meetings. (Stand-up encounters are most frequently related to agile development methods, but these sort of encounters are not inherently agile).


One practice especially was a battle to always implement successfully: the stand-up meeting. Repeatedly, over a period of many years, I've encouraged managers across multiple industries within my projects to embrace stand-up meetings. However, in too many cases, these meetings unavoidably become a normal status reporting chaired by a project manager. Those project teams, regrettably, don't attain the benefits that may result from the intended purpose of the stand-up, indeed, their functionality and capacity are somewhat limited from the command and control model of a conventional status reporting meeting.


So what could it look like? As a team leader or member, you may be lured to initiate regular stand-up meetings simply by placing the encounters on the calendar, introducing the 3 queries and imploring each individual to answer every query during the stand-up meeting. So what happens? The process does not involve, the potential advantages of exchanging info are seldom attained, and routine voluntary attendance by staff members rapidly diminishes.


Instead, consider this strategy to introduce stand-up meetings: Introduce team members into the goals of a stand-up meeting. Start breaking the state of mind of the recognizable report status-to the project manager meeting. Coach staff members in the practices of the stand-up meeting. You will want the whole team familiar with the set of principles governing these meetings. Without this common understanding, you will find that your stand-up meetings will shortly become unproductive.


Ensuring an efficient, effective daily stand-up meeting. Fines or later arrival? After you have done this for several weeks, deciding as a team what aspects of your stand-up activity should be continued, improved or abandoned. Successful project teams adopt various methods to keep team members that progress is continually made towards achieving the job goal might help resolve, and making sure that progress is continually made towards achieving the job goal.


Your current projects probably employ some formal procedures and informal methods. What ones do you find work best?

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