[Aaronontheweb]

Speaking as an engineering manager - I've only had to use standups in environments where engineers were not good at checking in their code and closing out issues regularly. I HAVE to have that information, regardless of how I get it.

I would strongly prefer to have a stream of commits and JIRA issues in HipChat to review the following morning than have to do a standup. But not all engineers are as good as they like to believe they are at following development workflows and processes.

[tcharron]

Since you are a manager, I might suggest that the Agile and Scrum the daily stand-up isn't for you. While I appreciate your need to know what's going on with the team, in Agile and Scrum, the daily stand-up isn't there to provide status to managers.

The purpose of the meeting is for the team to get together and co-ordinate the work that needs to be done in order to meet their Sprint goals. So while you may be able to get status information out of that, it's more important for team members to use that time to figure out how to meet their goals.

In addition, status should be obvious in Agile teams. This is why you usually see things like cards on walls and burn down charts. If status isn't obvious to everyone, you may want to see if there are other ways the team can make that information highly visible.

Check out: https://www.udemy.com/improv-your-agile-scrum-stand-up/?coup... for more.

[bstpierre]

> Since you are a manager, I might suggest that the Agile and Scrum the daily stand-up isn't for you

I definitely agree with this. Standups/scrums have become much more productive since management stopped attending. It's hardly a "status" meeting any more -- sure, we talk about what we're working on, but there's a lot of jumping in by other team members with suggestions, help, or "I was going to do something similar, let's coordinate after the meeting".