The Daily Scrum

The Scrum Guide states that the Scrum Master is accountable for the Scrum Team’s effectiveness. Improvement is key to effectiveness. Previously, we discussed Scrumming the Scrum. That was all about continuous improvement and it was focused on the Scrum Retrospective event. Another event to consider as part of continuous improvement, it is the Daily Scrum.

A Scrum Master is accountable the Daily Scrum being productive and as such it requires the involvement and participation of the whole team.

Scrum Masters must not let the Daily Scrum turn into a status meeting and must coach the team to use the Daily Scrum as a planning meeting for the day. Think this way, we plan for the Sprint at Sprint Planning. We do the same every day at the Daily Scrum.

The Daily Scrum must focus on progress toward the Sprint Goal and produce an actionable plan for the next day of work. However, tat doesn’t mean that the plan for the day cannot be adjusted by the team during the day.

The Daily Scrum is also used to identify and organize other detailed conversations that need to happen.

The planning aspect of the Daily Scrum requires an awareness of:

  • Impediments

  • Trending towards the Sprint Goal

  • Quality


Many Scrum teams tend to have a narrow a view of what is an impediment. We should consider that any time you are waiting on something, you should consider it as an impediment as it influences cycle time, and the wait t is a possible target for Kaizen.

Imagine that the team is waiting on a code review, and they take an average 2 days to complete. While you are waiting for the review, the card is impeded. Not to mention that a code review that take s2 days is a good candidate for discussion at the Sprint Retrospective.

The Scrum Master will escalate that impediment if the Scrum Team is unable to resolve it.

The sooner an impediment is surfaced, the sooner action can be taken and less is added to the cycle time.

Trending towards the Sprint Goal

Sprint Burndown chart must be checked during the Daily Scrum.

Charts are simple and easy-to-follow visualization that quickly alert teams about potential bottleneck situations and problems and demonstrates to teams where they can focus their efforts to get back on track. Charts also lets the team know whether they are on target with their goals.

While burndown charts do not show what tasks are still in progress nor they reflect how close the team is to completing the work, they do show trends that the Scrum team must be aware of.

If a team uses OKRs to describe their Sprint Goal, they should also do a check in during the Daily Scrum.

Quality Metrics

A Scrum Team MUST be very aware of quality metrics. Even when those metrics are provided by others external to the team, they must be closely tracked as failed deployments and bugs that escape the Sprint have a considerable cost and a very negative customer outcome.

A Scrum Team must also use techniques such as TRIZ to discover potential negative impacts to quality. TRIZ does not require specific domain knowledge and has been employed for over half a century to facilitate surfacing of potential problems before they

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