Do I need to attend Stand-up meetings?

Question

Agile

In our company, they are trying to introduce Scrum and the management insists on holding daily stand-up meetings. It just so happened that I work alone and very rarely have any common business with colleagues. Day after day at stand-ups, I have to say the same thing, after which I have to listen for half an hour to how things are going with colleagues whom I have almost nothing to do with. I think that in my case, attending stand-ups every day is a waste of time, am I right?

Answer 1

am I right?

no, until you convince the authorities otherwise

Answer 2

Judging by the fact that you do not care how your colleagues are doing, your team does not pursue a common goal.
Your question reads dissatisfaction with the process and is easy to understand, because few people like meaningless actions. But you have a wonderful opportunity to influence the situation in the following constructive ways:
1. Talk to the Scrum Master about your concerns about the quality of stand-ups. By the way, since your company has already embarked on Scrum, then the Scrum Master is the person to whom you should contact with all organizational issues
2. Express your dissatisfaction with stand-ups during the retrospective. Perhaps your colleagues will support you and this will be the beginning of a change for the better. By the way, a retrospective is a special Scrum ritual during which whining is only welcome.
3. The most constructive way, in my opinion, is to read the Scrum Guide ( https://www.scrumguides.org/docs/scrumguide/v2017/... - 26 miserable pages) and be a crafter who understands the purpose of Scrum artifacts and can help the company in the effective implementation of this framework
. Good luck!

Answer 3

Right or wrong is irrelevant here.
You are employed. As the management considers it necessary to use your time for which it is paid - and uses it. They don’t force you to wash the floors, do you discuss things related to your profession at meetings?

Answer 4

The rally is held within the team. Are you part of the team? If so, then you must attend. Such discussions are useful because perhaps someone has a problem that someone from the team has already solved. By voicing this, you can speed up the solution of the problem.

Answer 5

rallies are not held for the team, but so that the developers do not relax and are not too lazy to give out at least some result every day.
On the other hand, the races of developers are so annoyed by this useless event, then you need to mutually agree that daily rallies are limited to a short interval - for example, 15 minutes, and not a second more, it is advisable to even set a timer so that it rigidly sets the framework for this event, and it doesn’t matter who didn’t have time to tell what, after 15 minutes it’s all over. This will allow discipline, including "mushers".

Answer 6

I think you are right and your stand-ups are a waste of time for you personally, and highly ineffective for others. I see several indicators:
The more difficult question is what could be done in this situation, and how you personally can influence it. Everything is difficult with the second one - you personally can influence the process extremely slightly, since the procedure is lowered from above, and for changes you need to work for a long time, convince and show different soft skills. You have no authority to change anything. On the other hand, daily team meetings can be very useful and effective. Context is important, so there are no ready-made recipes. I can only offer some ideas:

• Offer to think about how to speed up stand-up. For example, change the standard report format "what I did, what I'll do, what's hindering" to something more dynamic "what needs to be done to make the task move towards completion, what's hindering, what blocks". In general, move towards Kanban-style stand-up
  
• Think about the benefits that stand-ups can bring. Ideally, they should help you do your job. For example, you voice, and the manager helps to solve the problem with the neighboring team, which is delaying the deadlines
  
• Break the command into sub-teams (since the work is so independent)
  
• Moderate the discussion in order to minimize revelations, like a person "yesterday was at rallies all day, did reviews, reinstalled the system, studied and was horrified by someone else's fucking code, and today he will again read the code for a long time"
  

Answer 7

Have a leadership scrum brain. Discussions should be held as needed. If you do this every day, then soon it will turn into a formality. For you, it has already turned into this.

Answer 8

Advise those who are "trying to implement Scrum" in your firm so that they have a good understanding of how it is implemented, which projects and teams are suitable for Scrum and which are not, how to prepare people.
Scrum is not just rituals, it is the state of the team. And you, judging by the question, do not have this state.
According to books and articles from the Internet, nothing is being introduced. Let them turn to those who have implementation experience.