Daily Standup Meetings

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Time
3 hours 55 minutes
Difficulty
Intermediate
CEU/CPE
4
Video Transcription
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>> Hello and welcome to Lesson 5.3, daily standup meetings.
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I actually use the term daily as a substitution for daily
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and/or weekly because some projects
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don't really require daily meetings,
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it really depends on the setup that you have.
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Although I will say if you're meeting more
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often or less often than weekly,
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again, the argument is,
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[NOISE] are you really
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performing an agile project at that point?
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The main essence of
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what we're trying to get at is that there is
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a constant collaboration to
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agile projects that's different
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than waterfall-based projects.
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I'm going to use a personal story a little bit.
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The point of agile overall is really
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to aggressively address the idea of sunk costs.
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In agile project management,
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you want to try to prevent
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additional funding of sunk costs.
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Every day is a new day or
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every week in the case of you doing weekly meetings.
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My personal story is recently I
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had investment property in Virginia,
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and it was costing
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me a pretty significant amount of
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money in order to pay the mortgage,
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maintain it, all that stuff.
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I had renters, renters moved out.
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We're looking at selling the property because I
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was in a military institution in Virginia,
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but now I live in Florida after I retired.
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It was not very cost-effective for me to
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maintain the property in Virginia.
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In order to sell it,
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I had to put a new roof on
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the property and put new windows on the property,
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which was a significant investment.
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Based on the market value of the property,
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I would be lucky to get my investment back.
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But if I didn't invest that money
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then I would not get any of my money back.
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Where the sunk-cost thing comes into
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play here is the idea that,
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let's call it $10,000,
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if I spend $10,000 to sell the house and make $10,000,
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am I breaking even?
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Well, not really because I've been paying
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the mortgage for all this period of
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time when there was no renter in the property,
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so I would be upside-down in the long run.
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Should I sell it for more money?
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It gets very complicated.
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I'm not trying to [LAUGHTER] air my grievances,
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but the point is, is that at
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a certain point you have to say, look,
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in order to achieve your objective,
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you have to spend XYZ amount of new money,
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money that hasn't been spent yet.
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If you spend the new money,
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your ROI will be whatever it is.
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It's human nature, it's very difficult
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to avoid talking about
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all the other money that you had spent prior to
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that and why somehow,
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magically, my property in Virginia was going to be
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worth 25 or whatever
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thousand dollars more than what it was worth.
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Normally, you have to
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accept the fact that
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the money that's already been spent is gone,
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it's not coming back, it is what it is.
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What agile does,
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especially with the daily stand-up meetings,
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is it forces that conversation to happen
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daily or weekly in the case
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of a little bit less active project.
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But we're trying to
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cut our losses as early in the project as we can.
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That's where the stand-up meetings really come into play.
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They're vital agile projects
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because it forces you to ask the question every day.
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Is there a value that
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this project is bringing to the organization?
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If there's not any value to the organization,
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do mean to stop spending money on it.
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They're vital to agile projects.
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How do we orchestrate those meetings?
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What do we do in during those meetings?
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If we're doing them daily, what's the point?
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I'm not a big fan of meetings.
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I want to have the lowest number
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of meetings that I can possibly participate in.
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That's just my gig,
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but they are really important.
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Part of that is the collaboration environment.
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We get together every day,
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and we have our daily meeting,
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and we collaborate as a team,
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and we say, hey, what are you doing?
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What am I doing?
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Again, how are we bringing value to the organization?
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I'm going to do XYZ things today in
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my sprint backlog because
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they bring value to the organization.
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We get together, we collaborate,
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we problem-solve together, we assign work.
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Every day we want to try and figure out who's doing what
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and decompile that strategic objective
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into manageable chunks of work.
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Ideally, that work is to and a single individual.
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I wake up tomorrow morning, I go to work.
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They say, hey, I need you to build X, Y,
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and Z. I say,
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cool, and then I go and build it.
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Then the following day after that,
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same thing happens all over again.
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I don't have to bring anything home.
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I don't have a lot of
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long-term things that I have to worry about because
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I'm focusing daily on the tasks of that day.
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That puts a little bit of pressure on
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the project manager because
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the project manager has to be
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thinking about the entire sprint.
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That's really where the value of having
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a project manager comes into
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play with an agile project is
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because their primary role is to
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be the roadblock eliminator, the challenge eliminator.
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The other person who is there to
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hear what you have to
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say or what you have to complain about.
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I guess it would be a better way to put it and say,
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I will take that on.
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I got that. You have a roadblock.
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You're not getting UAT from so-and-so.
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I'm going to go address that.
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We address challenges.
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We say, hey, if I only had X,
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Y, and Z, I could get my work done.
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The PM's role at that point
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is to go eliminate that X, Y,
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and Z. Additionally, we want to continually improve.
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Again, going back to that sunk cost analogy
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that I made earlier in the video,
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every day is an opportunity to eliminate sunk cost.
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That is a key ingredient to agile methodology.
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We meet daily.
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We say, hey, look, I did
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this thing yesterday it didn't add any value,
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so I didn't want to get rid of that and not do it again.
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Then, of course, we're also tracking progress.
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During these daily meetings,
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you get the opportunity to talk
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to the project manager and say, hey,
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I thought this thing was going to be four units of work,
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it's taking me all day,
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I underestimated it, help, or vice versa.
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I thought something was going to be four units of work,
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but I got it done very quickly,
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I would like more work.
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The daily meetings in
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Agile are really important because they give you
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the opportunity to cover all of
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these things and really give you the chance to
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collaborate with your team on
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a daily basis and continually improve the process.
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Because remember, at the end of the day,
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the goal of this whole thing is to bring value to
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the organization and improve team performance.
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If you're not looking at
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those hard things that you don't want to talk about,
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then you're not doing your job in agile.
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Part of a good daily standup meeting
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is that you want to look at those hard things.
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Am I as productive as I can be?
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If not, why?
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Am I doing what I said I was going to do?
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If not, why? The PM's role.
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There's a lot to talk about
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project manager not even being
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a necessary job skill within the Agile team.
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I believe that's incorrect.
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I believe that the job of a project manager is
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to really focus on bringing everybody
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to the highest level
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of efficiency if they could possibly be.
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That's the role of the daily standup meeting.
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In today's video, we covered.
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