ExtremeProgramming에서는 매일 아침(혹은 전체 커뮤니케이션이 필요할 때마다) StandUpMeeting을 일차로 갖기를 장려한다. 여러사람이 동그랗게 둘러서서 회의를 하는 것이다. 여기서 생기는 단점에서오는장점으로서의 공짜기능은, 회의가 장황해 지는 것을 막고, 핵심에 근접한 사안만 이야기 되도록 유도한다는 것이다 -- 대부분의 회의는 너무 길어져서 문제인 경우가 많다.
ExtremeProgramming에서 CRC Card나 User Story 등을 기록할 때 공식화된 문서나 서류철을 사용하지 않고 CardTriage에서 쓰이는 3X5 짜리 조그만 IndexCards를 사용하는 것도 유사한 이유가 있다.
저는, 실제로 사람들이 어떻게 배치되어 있는지, 어떤 자세에 있는지가 그 커뮤니케이션의 성질에 큰 영향을 미친다고 말합니다(실험해 보세요). 아래 글을 읽어보세요. 얼마나 매력적입니까! --김창준
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Stand-Up Meetings
Stand-Up Meetings
Nobody will know everything all the time. That means everybody will require some outside knowledge at certain points. Pairing is the first step, but what if you don’t know the details of what other pairs are doing, how can you know what they need to know? And how can you get knowledge that you don’t have when you need it? The answer is the Stand-Up Meeting.
Trying to plan who will need to know what and when is a fool’s errand. You don’t know everything yourself right now, and you don’t know what you’ll need know tomorrow, because the problem will be different by then. Everybody else is in the same boat. The trick is to communicate a little about what everyone knows, and find out what they don’t, on a regular basis. That way, people on the team can identify who has the knowledge they don’t have. That is what a stand-up meeting is all about. It is a chance to hook up the people who have knowledge with the people who need it. If you do it on a daily basis, the chance of missing the opportunity at this important rendezvous are greatly reduced.
In fifteen minutes (or less, depending on the size of the team) you can:
- get a sense of the trouble spots
- identify who might be able to help
- communication surprises to exploit or prepare for
- make sure you are starting the day right
We do Stand-Up Meetings every day on all of our projects. It’s a habit. And it’s amazing what gets done. Laurie Williams from North Carolina State University stopped by late last year to bring a few of her students to be “flies on the wall” for a day. She stuck around for our Stand-Up Meeting, but had to leave early for another
appointment. She interrupted Ken just long enough to say,
appointment. She interrupted Ken just long enough to say,
I hate that I have to leave. This has been amazing. The number of issues that were raised and addressed in such a short period of time in your Stand-Up Meeting is phenomenal.
And Ken thought we were having an off-day.If it’s so obvious that you should have Stand-Up Meetings, why don’t people do it all the time? There are several reasons:
- you may have problems getting a quorum
- people with the most knowledge might not share in the meeting
- people with the most knowledge might try to share it all in the meeting
- people might go into elaborate detail
- it might be difficult to find a place to stand up together
If people with knowledge seem reticent, identify why they won’t open up. Many times, the ones who think they’ll get the least out of the meeting will be the ones most likely to resist. They might feel threatened, because they feel their knowledge gives them status, or they are scared it will be revealed that they don’t know as much as others think. Try encouraging them by acknowledging their importance and asking them to share. If that doesn’t work, ask your manager to encourage them.
Stand-Up Meetings are supposed to be short. If people spout off, Stand-Up Meetings get long. Appreciate their knowledge, but remind them that the meetings are supposed to be short. Direct other people to them for more information, but tell them to take detailed discussions off-line. Thank them in advance for being available for off-line discussions. Ask people to answer only the three questions:
- What did you do yesterday that might affect others?
- What progress did you make yesterday?
- What do you plan to do today?
If you can’t find a place to stand up, ask management to rearrange your space. It’s not a lot to ask. Stand-Up Meetings take up much less space than is available in a conference room. If rearranging the space simply can’t (or won’t) be accommodated, ask someone in management if you can use their office while they’re trying to find a more convenient place. Make sure they understand that scheduling a meeting room daily for a fifteen-minute meeting locks other people from using that space. It’s also wasteful to make people travel five or ten minutes to get there. As a last resort, you could try meeting in a hallway. It’s not ideal, but it usually keeps people from rambling, since they don’t want to disturb others. It also sends the message that it’s more important to communicate than to travel to meet or to be comfortable.
We would go so far as to claim that the Stand-Up Meeting ought to be the thirteenth XP practice. We’re certainly not advocating an explosion of practices. The existing twelve are great. But we’ve talked to so many people who claim to be having trouble implementing XP who aren’t doing Stand-Up Meetings. We think they wouldn’t be having so many difficulties if they were doing them. We also think that the need for Stand-Up Meetings is not as explicit as it should be in the XP literature, or more people would be doing them as essential part of the discipline.
Discuss.
Discuss.