Local Government Daily Standup
A procedure for conducting brief daily team synchronisation meetings that surface progress, plans, and blockers to keep the project moving forward efficiently.
Purpose
To enable rapid information sharing among team members, identify and resolve blockers quickly, and maintain team alignment on priorities without the overhead of lengthy meetings.
Scope
Applies to each working day during the active delivery phase of the project, from sprint start to sprint end or equivalent project execution period.
Prerequisites
- Project team has been assembled and is actively working on project tasks
- Daily standup time and format agreed by the team
- Sprint or iteration board is current and accessible to all team members
Supports Local Government Act compliance, freedom of information requirements, and public accountability standards.
Step-by-Step Procedure
Prepare for the Standup
Each team member reviews their task board and prepares a brief mental summary of their progress, plans, and any blockers before the meeting begins.
- 1.1Review your assigned tasks and update their status on the sprint board before the standup
- 1.2Identify any blockers or dependencies that are preventing you from making progress
Open the Standup
The facilitator starts the meeting on time, reminds the team of the timebox, and initiates the round of updates.
- 2.1Start the meeting at the agreed time regardless of whether all team members have joined
- 2.2Remind the team of the fifteen-minute timebox and the three standard questions format
- Walking the sprint board rather than going person by person can help keep the focus on the work rather than individuals
Deliver Individual Updates
Each team member provides a brief update covering what they accomplished since the last standup, what they plan to work on today, and any blockers they are facing.
- 3.1State what you completed or progressed since the last standup
- 3.2State what you plan to work on today
- 3.3State any blockers or impediments that are preventing progress
Capture Blockers and Parking Lot Items
Record any blockers raised during the standup and note topics that require further discussion outside the standup timebox.
- 4.1Log all blockers with the affected team member and impacted tasks
- 4.2Note any discussion topics that arise but cannot be resolved within the standup timebox
- 4.3Identify who needs to be involved in resolving each blocker or discussion item
Close the Standup and Schedule Follow-Ups
End the standup within the timebox, confirm immediate follow-up actions for any blockers, and schedule any necessary side meetings.
- 5.1Summarise the key blockers and confirm who will take action on each
- 5.2Schedule follow-up meetings immediately after the standup for parking lot items
- 5.3Thank the team and close the meeting
Resolve Blockers
Work to resolve the blockers identified during the standup as quickly as possible, escalating where necessary to prevent delays to the sprint.
- 6.1Address each blocker directly with the relevant people in follow-up conversations
- 6.2Escalate blockers that cannot be resolved at the team level to the project manager or appropriate stakeholder
- 6.3Update the sprint board and team once each blocker has been resolved
- Aim to resolve blockers the same day they are raised to maintain team momentum
Quality Checkpoints
Common Mistakes to Avoid
Expected Outcomes
Average number of hours from when a blocker is raised in the standup to when it is resolved, indicating the effectiveness of the impediment removal process
Percentage of scheduled standups that start on time, finish within the timebox, and have full team attendance
Frequently Asked Questions
How do we handle standups when the team is co-located?
Co-located teams should still hold the standup at the same time each day using the same format. Standing up physically around the task board can help keep the meeting brief and focused. The discipline of a regular synchronisation cadence is valuable regardless of location.
Should managers or stakeholders attend the daily standup?
Managers and stakeholders may observe the standup but should not participate in the updates or direct the discussion. The standup is for the team to synchronise with each other. If stakeholder attendance changes the dynamic, consider providing a separate summary.
What if a team member is in a different time zone?
Accommodate time zone differences by finding a meeting time that works for the majority. For team members who cannot attend, allow asynchronous standup updates via the team communication channel. Review these written updates at the start of the live standup.
What if there are no blockers to report?
No blockers is a positive signal. Team members should still provide their progress and plan updates. The standup remains valuable for team awareness even when no impediments are present.
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