Standups are ok if they stay fast and they are at the start or end of a day. The forced sync points are also more important in remote settings. This is especially true for new or junior employees.
I don’t find whole team standups have much value aside from being checkpoints. In my experience, it’s best to split up projects into tasks that can be worked on in isolation. People directly working on those tasks can organically figure out how they want to get them done and communicate with each other. The sync points can then be used to check the overall state of the project and to track critical path tasks across teams to make sure nobody is blocked.
I find you need to have at least a few experienced people on any effective team otherwise it’s just blind leading the blind. Pairing junior people with seniors to act as mentors tends to work well. It also lets senior developers grow. I find this works well because people tend to enjoy having ownership of their tasks.
Standups are ok if they stay fast and they are at the start or end of a day. The forced sync points are also more important in remote settings. This is especially true for new or junior employees.
I don’t find whole team standups have much value aside from being checkpoints. In my experience, it’s best to split up projects into tasks that can be worked on in isolation. People directly working on those tasks can organically figure out how they want to get them done and communicate with each other. The sync points can then be used to check the overall state of the project and to track critical path tasks across teams to make sure nobody is blocked.
That really only works with a mature and experienced team, which is great when you have one.
I find you need to have at least a few experienced people on any effective team otherwise it’s just blind leading the blind. Pairing junior people with seniors to act as mentors tends to work well. It also lets senior developers grow. I find this works well because people tend to enjoy having ownership of their tasks.