How can you optimize your daily stand-ups?

1 Define the purpose

The first step to optimize your daily stand-ups is to define the purpose and the expected outcomes of the meeting. A common mistake is to use the stand-up as a status report or a problem-solving session, which can waste time and reduce engagement. Instead, the stand-up should focus on answering three questions: What did you do yesterday? What are you going to do today? What are the blockers or impediments? The goal is to share progress, align on priorities, and identify risks or dependencies.

2 Set the time and duration

The second step to optimize your daily stand-ups is to set a fixed time and duration for the meeting. Ideally, the stand-up should be held at the same time every day, preferably in the morning or at the start of the workday. This helps to create a routine and a sense of urgency for the team. The duration should be short and crisp, usually 15 minutes or less. This helps to keep the energy and the focus high, and avoid distractions or tangents.

3 Choose the format and the facilitator

The third step to optimize your daily stand-ups is to choose the format and the facilitator that suit your team and your context. There are different ways to structure the stand-up, such as by person, by task, by feature, or by board. You can also use different tools or techniques, such as a timer, a token, a microphone, or a video call. The key is to find what works best for your team and your project. The facilitator is the person who leads the stand-up, sets the tone, and ensures that everyone participates and follows the rules. The facilitator can be the scrum master, the product owner, or a rotating team member.

4 Encourage participation and feedback

The fourth step to optimize your daily stand-ups is to encourage participation and feedback from all team members. The stand-up is not a one-way communication, but a dialogue and a collaboration. Everyone should have a chance to speak and to listen, and to ask questions or offer help. The feedback should be constructive and respectful, and aimed at improving the team performance and the product quality. The stand-up is also an opportunity to celebrate achievements, recognize contributions, and boost morale.

5 Follow up and act on blockers

The fifth step to optimize your daily stand-ups is to follow up and act on the blockers or impediments that are raised by the team. The stand-up is not the place to solve the blockers, but to identify them and to assign owners and actions. The facilitator or the scrum master should track the blockers, escalate them if needed, and ensure that they are resolved as soon as possible. The team should also review the blockers regularly and learn from them, and try to prevent or minimize them in the future.

6 Experiment and improve

The sixth and final step to optimize your daily stand-ups is to experiment and improve continuously . The stand-up is not a static or a rigid process, but a dynamic and a flexible one. The team should regularly inspect and adapt the stand-up, and try new ideas or approaches that can enhance its effectiveness and value. The team should also solicit and incorporate feedback from stakeholders, customers, or other teams, and learn from their experiences and best practices.

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?