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The hidden power of the stand-up meeting

About the Book

Take a moment to think about the cost of a daily Stand-Up Meeting. 86% of Teams interrupting their work everyday for 15 minutes or so, not to mention the time after to get their thoughts back together before getting back to work… So why is this practice so badly implemented? Wouldn’t it merit more attention? In this book, we will explore the origins of the Stand-Up Meeting, the key concepts behind it (self-organization, decision-making, cross-functionality), the patterns that work (who should be involved, when and where should it take place, how to run it effectively), and the anti-patterns that don't. Reading this book will give you insights on how to perform Stand-Up Meetings that can improve drastically your team’s efficiency. Please note that this book aims to be framework-agnostic, i.e. we will talk a lot about agility but also explore other ways of getting things done. It is not in my intention to create a “methodology” for the Stand-Up Meeting. Instead, I would like to help Teams explore new options and new ways of thinking so they can experiment and find their own way of working.

This book is 50% finished. While I'm working on it, I give early versions for a discount price. Feel free to send me your feedback, it will be of great help.

Here is an overview of what you can find in this early version:

  • PART 1 - Enter the Stand-Up Meeting => 80%
  • PART 2 - Experiencing the Stand-Up Meeting => 80%
  • PART 3 - A few minutes to assess the health of the Team => 20%

About the Author

Tristan Libersat
Tristan Libersat

My Agile journey began in 2013 when, trained by Jeff Sutherland (co-creator of Scrum), I started as a freshly new Scrum Master at Dailymotion. There I learnt the hard way the challenges of business agility at a time when DevOps and Agile at scale where not buzz words yet. Then I took a new challenge and joined the French Ministry of Justice as one of its first Scrum Masters, proving the efficiency and compatibility of Lean-Agile approaches with Public Sector.

I am now a Lean-Agile Coach & Trainer at Capgemini Toulouse, France. I have trained, coached and mentored hundreds of people on the field of actions to guide them towards a successful transformation and high performance. I am certified in all of the key roles of a Lean-Agile transformation: Scrum Master, Product Owner, Release Train Engineer, change agent (SAFe Program Consultant) and management. In addition to my coaching activities, I spend my free time reading, writing and translating reference guides (such as the Scrum Guide or the Kanban Guide for Scrum Teams) into French.

Table of Contents

  • Foreword
  • Preface
  • Acknowledgments
  • Introduction
  • A brief history
    • The sign language issue
    • A day at the hospital
    • The dawn of agility
    • The first Scrum Team
    • Nowadays
  • A global definition
    • The problem with meetings
    • Definition of a Huddle
  • A catalyst for self-organizing Teams
    • Characteristics of self-organizing systems
    • Trust the knowledge workers
    • Explore the Agile manifesto
  • How a Team Huddle can serve self-organization
    • Team synchronization
    • Team collaboration
    • Team coordination
    • Team motivation
  • The role of leadership
    • The Servant-Leader
    • To coach or not to coach?
  • Beware!
  • Focus & commitment
    • The fishbowl theory
    • Pigs and chickens
    • Team rules
  • The time dimension
    • Recurring Huddle
    • The least disruptive time
    • Timeboxed
    • Event-driven gathering
  • The Team space
    • The big visible information radiator (BVIR)
    • Remote Huddle
  • The information flow
  • Basic rules
    • Come prepared
    • Use a Bat-signal
    • Make it visual
    • Make it collaborative
    • Make it physical
    • Make it fun
    • Closing
    • Use a parking lot and a meet-after
  • The agenda
    • The three questions
    • Walk the board
    • Stop starting, start finishing
    • Specialty synchronization meeting
    • Remove the impediments
    • The goal
    • One meeting to rule them all
    • Corporate Huddle
    • Fishbowl conversation
    • Execution-based scaled Huddle
    • Outcome-based scaled Huddle
    • The personal “Huddle”
    • Example questions
  • The wise servant-leader
    • Tool #1: Interaction map
    • Tool #2: Feeling-o-meter
    • Tool #3: Vowel board
    • Tool #4: Pattern visualization
    • Tool #5: The Huddle checklist
    • Tool #6: The big bad status meeting game
  • Overcoming common situations
    • “We don’t do it every day!”
    • In a meeting room
    • Different time
    • “But Mrs Y is not here!”
    • Status meeting / reporting to the leader / work assignment done by one person
    • Individual performance measurement / time spent versus time remaining / not goal-oriented
    • Chickens talking
    • There’s too many people here
    • “I don’t know what to do” / “I can’t remember what I did…”
    • Communication happening only during the Huddle
    • Talking too much / deep discussions
    • Obstacles are not raised, or raised late
    • Obstacles are not removed
    • Long problem-solving session
    • Planning or refinement session
    • The distraction syndrome
    • “Can we now get back to real work?”
    • Disrespect
    • The bad facilitator
    • Never celebrate
  • Where to start?
  • Notes

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