Some shifts you can make to encourage more collaboration and transparency:
1. Who needs to know about the work that we have completed since yesterday?
2. Who do we need to collaborate with to complete the work we have planned for today?
3. Who can help us address impediments to our current work? Who needs to know we might be delayed?
1. What do your stand-ups look like? How does the conversation go? What questions are asked? What is the outcome of the meeting?
Our team supports the same production services over many generations of technology. We collaborate quite a bit, but more on the ops side of things and this work is quite "tactical" (i.e. arises during the sprint, but outside the sprint tasks). We have a few generations of legacy services which need care and feeding, so the team works closely to keep these as healthy as possible.
2. If there is not much shared work, how are you all considered a "team"? If you're not working together on things you need to produce, then you're really not much of team. When there is work shared by team members, what does the collaboration on that work look like?
Agreed. I have been in other stand-ups that had a satisfying amount of collaboration, but in the case of a team that is saddled with multiple products and a heavy ops orientation, I doesn't seem to add much value. This is probably because we have 2 competing streams of work - planned activities in the sprint + unplanned/ongoing ops activities that are outside the sprint.
The daily standup meeting is a planning and coordination meeting.
I also find mocks to be problematic while testing, especially with API calls and responses (and that's where nose2 framework usually comes in place)