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Hughlander posted:I think we found the right cadence to stand up recently. We have a physical agile board and someone points at the cards. "What's up with this?" "Ok this one?" When we've gone through the in progress or in test cards it's "Anything else not card related?" "Ok we done" This is more or less us, but we have tons of 4-6 member teams, so we generally only have 2 - 4 cards in play at any time.
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Dec 4, 2016 04:13
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I don't know if i've just been lucky but i've never had a standup last long than 15 minutes tops. All the monster meetings I get involved in have been reporting upwards to management
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Dec 5, 2016 14:03
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Gibfender posted:I don't know if i've just been lucky but i've never had a standup last long than 15 minutes tops. All the monster meetings I get involved in have been reporting upwards to management those are the same meetings they're talking about. the issue is that at some point management seems to just love invading and subverting stand ups.
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Dec 5, 2016 14:41
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Ah gotcha. At my place we're pretty religious about keeping standups with literally just the team. Then as Product Manager I'm happy to have all the bullshit status update meetings with management so long as it means that my devs can keep focused on development
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Dec 5, 2016 15:00
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Gibfender posted:Ah gotcha. At my place we're pretty religious about keeping standups with literally just the team. Then as Product Manager I'm happy to have all the bullshit status update meetings with management so long as it means that my devs can keep focused on development you're doing gods' work
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Dec 5, 2016 15:17
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New Yorp New Yorp posted:I saw a company where the standup had slowly devolved over a several year period to the point where it was an hour long and everyone stood up the entire time. Sounds like it ties into the company health plan
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Dec 5, 2016 15:20
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At my company standups are timeboxed to 15 mins and the scrum leader will tell people to take discussions offline and everything is all well and good. I think the daily standup is quite useful. No, what I hate is sprint planning. Why does it take 6+ hours every two weeks to estimate all these tickets? And most of them don't have anything to do with me so I end up so so bored. Then just when my attention slips someone asks me how long I think it'll take to do XYZ and when I hesitate I look like a moron. As for the kanban board thingies, I like those so 
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Dec 5, 2016 16:48
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Xibanya posted:No, what I hate is sprint planning We have a problem where our Agile coach gets us to estimate an entire project up front. I guess a whole week of estimation is better than every two weeks? (it's not)
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Dec 5, 2016 21:45
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We've stopped doing whole project estimations because kicking off a project used to take 2-3 weeks. We've tried to nail it down to a completely dedicated one week treatment where no dev work is done or a 2-3 hour sprint where only relevant project work is estimated. At this point though I'm more of the opinion that most stories more or less are the same size. If you find a large one after discussions, breaking that down is what takes the bulk of any planning meetings. Everything else is just wasteful.
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Dec 5, 2016 22:19
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at my job 4+ hour meetings are common, to the point where i started having them catered and charged the department who called the meeting, this is now standard practice for anything 3 hours or longer
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Dec 6, 2016 14:25
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Mad Wack posted:at my job 4+ hour meetings are common, to the point where i started having them catered and charged the department who called the meeting, this is now standard practice for anything 3 hours or longer that's awesome he catering, not the meetings
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Dec 6, 2016 14:55
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