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I posted a response to a blog post entitled “Why I hate SCRUM daily standup meetings,” but it’s still awaiting moderation after a couple days. I’m impatient, so here’s my comment:
====== From: @jlangr ======
“On top of this, they need to setup a meeting to learn what my collegues are working on feels so wrong to me.”
Agreed. If you are a good team that already finds ways to get together and talk about what’s important, a formal meeting is a waste of time. Sitting in a common area where this can happen throughout the day can make it even less useful.
Having said that, it’s great starter discipline, and can be useful in environments where it’s not easy to get people together (I’ve been in places where I wasted way too much time trying to track people down or when my attempts to discuss things were rebuffed by people who were “too busy”). I’d start a new team on daily standups, but would push the team to find ways to eliminate the need for them once they got better at working together.
Also, most shops that run daily scrums and don’t get much out of them aren’t collaborating enough. It becomes one person reporting status, while the others worry about what they’re going to say when it’s their turn (because “that stuff” has little to do with what they’re doing). If that’s the case, you may as well revert to people sending an email with their status to the project manager, who gathers and emails a summary of what’s important to the team.
But…that’s not what works best in agile (or lean). See Stories and the Tedium of Daily Standups: What works best is real collaboration, which in turn makes the stand-ups far more useful and engaging. There’s also an Agile in a Flash card for that!
I’d love to hear more positive stories about stand-ups, given that most of the time I hear from people who’ve learned to detest them. Good or bad, how’s your stand-up meeting working for you?
I enjoy writing, though I’m not as prolific as I’d like to be. I tend to re-read what I wrote many times, often second-guessing it. Like any writer, I also find difficulty from time-to-time, getting stuck on how to phrase a paragraph or a sentence. I’ll typically mark things and return to them later. All-in-all, I can slam out text, but getting polished product out the door can be challenging.
I read and enjoyed Weinberg on Writing: The Fieldstone Method when it came out. I already had been employing its core idea to an extent: capture thoughts as they arise (index cards work great!), then incorporate them as appropriate in an article or book. Each idea on a card might act as a central idea around which writing can build, or it might be used to fill in a “hole” in the text. Emphasizing this technique has made writing a lot more fun, and I tend to not lose great thoughts that had popped into my head.
My best writing experience, however, has been collaborating online with Tim Ottinger, originator and co-author on Agile in a Flash. We had a slow winter–after writing a pile of articles for PragPub, we both got very busy with work, and did little writing. We finally found some time to commit to delivering a new Agile in a Flash post, Is Your Unit Test Isolated?
Two days ago, we got our headsets on, started up a Skype conversation, and talked for a few minutes to agree on what we’d work on. We started some single-threaded editing on a very rough draft at Blogspot, but that wasn’t effective, so I pasted it all into a Google Doc.
Google Docs doesn’t provide the best document editor in the world, but it is highly effective for collaborative writing. You can see each others’ cursor and typing as it occurs, and you can look at offline revisions if necessary for comparison.
Mostly we’re not talking via Skype (and in fact sometimes we’ll collaboratively edit without a voice conversation at all). Instead we’re communicating through the document. Tim will start re-working a paragraph that I might have just finished writing, and I’ll get out of the way. Sometimes I’ll watch and toss in a comment–just typing it right into the document–and other times I’ll go off and stab at a paragraph that Tim wrote. Or I might go off and re-read the document, looking for flow and completeness problems. It’s pretty haphazard, yet it works, and it’s fast. We might go back and forth at a paragraph a few times before we figure it works.
Collaborative writing works best if you grow a layer or two of skin. We’ve learned to be pretty direct: “[[ I don’t like that ]],” Tim might type (the brackets are our way of setting off comments). Ok! Good technical writing requires harsh critique. Better Tim drop a pointed comment than a few thousand readers.
At times I’ll return to find something I’ve written completely gone or gutted and rewritten. It was a little disconcerting at first, but I’ve learned to trust Tim’s reworkings. I can always look at the old revision if I thought an important idea got deleted.
The unit test article took us about an hour to get to 98%. We let a couple outstanding concerns sit for a few hours, made some offline changes, and published it the following morning (yesterday).
As with pair programming, I’ve found such highly collaborative pair-writing to go much faster than writing on my own, and produce a far more effective product.
I delivered a talk on “The Only Agile Tools You’ll Ever Need” at Agile 2011, and had a great time doing so. Most of the written feedback from the session indicated that people were very happy with the talk. Negative feedback, received from a handful or so of the ~60 attendees: It didn’t necessarily meet expectations based on what the session summary said. I apologize for that–I’d prepared the summary months before putting together the talk, and what I’d felt important to say changed during that time.
I also muffed a bit–I made a forward reference to the notion that task tracking is a smell, but didn’t quite fully close that thought out as I talked about limiting work in process. If it wasn’t clear, the key point was: if you minimize work in process, the need for tracking tasks in a software tool diminishes significantly.
I handed out index cards at the outset of the session, with the intent of gathering names so I could give out a couple copies of Agile in a Flash. But that’s boring! What else could I have people do with the cards (to bolster my contention that they’re wonderful tools)?
Aha. I gave the following instructions:
“I’m looking to get live feedback during my session. On one side of the index card, draw a big fat smiley face. If you’re happy with what I’m saying, or you think I’m making an astute point, hold up the smiley face. On the other side, let’s see. If you think the believability of what I’m saying is suspect, put something down to represent that. Hmm. Believability Suspect, just abbreviate that, and write down ‘BS‘ in big fat letters. Finally, put your name below the smiley face for the drawing.”
I got a number of smiley faces throughout, but no BS cards. One guy looked like he was about to hold up a BS sign, but changed his mind–probably the one guy who hated the talk. So, my takeaway is that the silly mechanism worked in terms of getting positive feedback–but I suspect that it’s probably a bit too intimidating for most people to challenge a speaker with negative feedback.
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