[AndrewKemendo]

I think these are all fantastic things to implement but do you know how much pushback you get from engineers on this:

Me: "Do you have a standup every morning, so that you know about schedule delays after at most one day?"

In general folks HATE these, but I would love to hear other cases where people have found them successful. We are small enough that the conversation is ongoing so haven't needed to implement it.

What I have done in other cases is the "walk-around" to speak to people individually rather than in a massive group meeting - and that seems to have been well received.

[thirdtruck]

I love our daily stand-ups.

That said, we often have to take things "offline" because they spur plenty of larger cross-dev, cross-functional discussions. Also, I've made a point of documenting my daily work effort, so I have plenty to report.

I hypothesize that one's enjoyment of daily stand-ups is a function of (a) the team's general openness to communication, and (b) the degree to which one's daily report reflects positively of their effort.

[chris_mahan]

I hate it because some people on the team come in at 6, others come in at 9:30, and anything in between. Some leave by 3:30, and others leave from 5 to 7 pm. I was at work last night until 11:30, working on a particularly gnarly task. (different schedules, because different lifestyles, different obligations -- remember, diversity is good).

When we need to talk to people to find out what's going on, we just talk to them.

[cja23]

I've done daily stand-ups under the Scrum methodology that the whole team liked and found successful. In my experience, it goes best if the emphasis is strongly focused on getting the team members to communicate to each other and to the team as a whole. If everyone is just standing around waiting for their turn to deliver status to the boss, the stand-up is a poor use of time since, as you suggest, the boss could just do the walk-around and collect that status one-on-one. When I've been "scrum master", I make sure the boss/customer/product owner stays quiet in the stand-ups and nudge the team culture towards using the time for the team to talk to itself, synchronize everyone's knowledge and expectations, and build coherence and comraderie, ideally ignoring the extra people in the room.

It's definitely work to build and maintain that kind of culture, but I've had many people tell me it makes them want to come to work in the morning because they enjoy starting off this way. It also helps that I try very hard to make sure this is the one and only recurring "meeting" they have.

[Pxtl]

I think the important point is that a boss needs to touch-base with each employee daily, and how you do it is up to you.

[collyw]

I prefer it when mine stay out of my road and let me get on with things. They have a pretty poor understanding of software engineering, but can code enough to think their input is helpful, when it usually isn't