What you're lacking is facilitation. Preferably, the team would have a working agreement that allows anyone to call out a rabbit hole, i.e. going into too much detail. A standup meeting is a mini planning and coordination meeting, not a status meeting nor a place where issues are discussed in detail. You may go as deep as "There's this and this so we'll need Janice, who knows more than anyone else about this and this, to help us." No deeper detail than that though.
Red flags for standups:
1. If each person takes their turn reporting status to the Scrum Master, you have a status meeting, not a standup
2. If you're going into details and trying to solve the problem right there, you're probably wasting other people's time
3. If you're not asking each other for help or not coordinating work with each other, then you're just a bunch of individuals working on your own things; you're not really a team.
We never stick to the script. It feels like all we ever do is simply report the progress / status. I knew there must be more to this, wonder what effect it would have when we were doing it 'the right way'. Much appreciate your input.
Sebastian Makowiecki wrote:We never stick to the script.
Call it out right there in the meeting. "Guys, sorry to interrupt but can you take that discussion offline? Let's get through the standup: we're here to plan and coordinate, not problem solve or delve into details."
It feels like all we ever do is simply report the progress / status.
Bring it up in the next retrospective and get the team to agree to not talk to the Scrum Master during the standup. Also, don't let the Scrum Master talk unless team members address them specifically for help on an impediment. What typically leads to the standup being a progress/status is the Scrum Master leading the team there, by taking charge of the conversation and saying things like, "Who next? What did you do yesterday? What are you doing today? What are your blockers?" That makes the Scrum Master the hub/center of the conversation. You don't want that, so kick the Scrum Master out of the middle of the conversation and make the conversation about the work that you're trying to get done. Everybody should be looking at the board and talking about moving things to done. The team members need to be talking to each other, not to the Scrum Master.
A ha! The "solving" during the Daily Scrum pattern
Did you know the three questions were just an optional/example of a format the Developers can use for the Daily Scrum? In fact, the three-question approach was removed from the Scrum guide in 2020 (we were excited).