Chapter 2: Structure | Standups Tutorial

How to choose a format, set the timing, and run the meeting so the team gets value out of it.

Choosing the Right Format

No single standup format works for every team. Choose based on:

Team size
Team maturity
Type of work
Co-located vs. distributed
Team culture and preferences

Format 1: Classic Round-Robin

Each person answers three questions in turn.

The Three Questions

What did I complete yesterday or since last standup?
What will I work on today or until next standup?
What is blocking me or slowing me down?

How It Works

Person 1 → Person 2 → Person 3 → ... → Person N

Each person speaks for 1 to 2 minutes, max.

Variations on the Questions

Achievement-focused:

What did I accomplish?
What will I accomplish?
What could prevent me from accomplishing it?

Commitment-focused:

What did I commit to? Did I do it?
What am I committing to today?
What might prevent me from keeping that commitment?

Team-focused:

How did I help the team yesterday?
How will I help the team today?
What does the team need from me?

When to Use

Best for:

Small teams (3 to 7 people)
New teams learning standups
Teams new to agile
When everyone needs to speak

Avoid when:

Team is larger than 10 people
Work is not collaborative
Team is distributed across timezones

Pro Tips

Vary the starting person. Do not always go alphabetically
Use a talking token. Pass a physical or virtual object
Set a timer. 2 minutes max per person
No interruptions during rounds. Save questions for after

Format 2: Walk the Board

Review work items on your board from right to left (or top to bottom).

How It Works

DONE → IN PROGRESS → TO DO
  ↓         ↓          ↓
Review   Discuss    Identify
closed   active     next items
items    items      to pull

Start with the rightmost column (done) and move left.

The Script

Done             Is this truly done? Who needs to know about it?
In Review        When will this be done? Any blockers?
In Progress      Who is on this? When will it be ready?
Blocked          What is the blocker? Who can unblock it?
To Do            What should we pull next?

When to Use

Best for:

Kanban teams
Visual thinkers
Flow-based work
Identifying bottlenecks
Teams of 5 to 12 people

Avoid when:

No visual board exists
Work does not fit into discrete items
Team works on many parallel efforts

Pro Tips

Focus on exceptions. Skip items that are progressing normally
Look for pile-ups. Multiple items in one column means a bottleneck
Age items. Highlight items that have not moved in 2+ days
Colour-code blockers. Make blocked items visually obvious

Format 3: Yesterday's Commitments

Review what was committed to yesterday, then make today's commitments.

How It Works

Phase 1: Review (5 minutes). For each person:

Did you complete what you committed to?
If not, why not? (no judgement, just facts)

Phase 2: Commit (5 minutes). For each person:

What are you committing to today?
Is it realistic given yesterday's completion?

Commitment Guidelines

Good commitments:

Specific: "Finish the user API endpoint"
Achievable in one day
Clear definition of done
Visible to everyone

Bad commitments:

Vague: "Work on the feature"
Multi-day: "Complete the entire module"
Unmeasurable: "Make progress"

When to Use

Best for:

Teams needing stronger accountability
Predictable work
Short-cycle work (tasks completable in 1 to 2 days)
Teams building discipline

Avoid when:

Work is highly uncertain
Tasks regularly span multiple days
Team is new and learning
Psychological safety is low (feels punitive)

Pro Tips

No shame for missing commitments. Focus on learning
Track commitment accuracy. It helps with estimation
Adjust scope. Better to commit to less and deliver
Celebrate kept commitments. Positive reinforcement

Format 4: Blockers First

Start with "Who is blocked?" and handle those first.

How It Works

Round 1: Blockers (3 to 5 minutes).

Facilitator: "Who is blocked or has risks to share?"
[Only blocked people speak]
[For each blocker: identify who will help and when]

Round 2: Quick Updates (3 to 5 minutes).

Everyone else: one-sentence update if needed
"Working on X, will finish today."
"Nothing from me."

Blocker Categories

External blockers:

Waiting on another team
Infrastructure issues
Third-party dependencies
Approval needed from outside the team

Internal blockers:

Need help from a teammate
Do not understand requirements
Technical decision needed
Conflicting priorities

When to Use

Best for:

Mature teams with good self-organisation
Fast-paced, crisis situations
Teams with clear ownership
When blockers are frequent

Avoid when:

Team needs more coordination
Important updates get lost
New team members
Manager needs visibility

Pro Tips

Define "blocked". Distinguish "stuck" from "would like help"
Assign owner to each blocker. Someone commits to unblocking
Set follow-up time. "We can chat at 10:30"
Track resolution time. Improve your processes

Format 5: Async / Written Standups

Everyone posts their update in a shared space (Slack, Notion, etc.).

How It Works

Daily by 9am (or the team's chosen time):

Each person posts:

Yesterday   [completed items]
Today       [planned items]
Blockers    [issues or none]

The team reads and responds asynchronously.

Platform Options

Slack / Discord:

Dedicated #standup channel
Threads for discussions
Reactions for "I read it"

Notion / Confluence:

Daily page per person
Archive old updates
Easier to search history

Dedicated tools:

Geekbot
Standuply
Dailybot
Range
Standup Alice

When to Use

Best for:

Distributed teams across timezones
Teams with deep work focus (minimise interruptions)
Introverts who communicate better in writing
Teams with async culture

Avoid when:

Team needs face-time
Rapid collaboration is required
Written communication is poor
People skip reading them

Pro Tips

Set clear expectations. When to post, what to include
Make it public. Do not DM the facilitator
React to show you read it. Thumbs up, emoji, etc.
Have a weekly sync. Video call to build connection
Automate reminders. A bot prompts people to post

Hybrid Format

Combine written async updates with a shorter sync meeting.

How It Works

Before the meeting:

Everyone posts a written update
Team reads updates

During the 5-minute meeting:

Skip routine updates
Discuss only blockers and collaboration needs
"Anyone need to go deeper on something?"

When to Use

Best of both worlds for distributed teams that want connection but respect focus time.

Timing

Time of Day

Morning (most common):

Pros: Sets direction for the day, builds momentum
Cons: People arrive at different times, morning chaos
Best time: 9:30 to 10:00am (after people settle in)

Midday:

Pros: Everyone is present, check afternoon plans
Cons: Interrupts deep work
Best time: 12:00pm (lunch boundary)

End of day:

Pros: Review what was done, plan next day
Cons: Energy is low, people leave early
Best time: 4:00 to 4:30pm

Choose based on your team's natural rhythm.

Frequency

Daily            Standard for most teams
3x/week          For teams with longer-cycle work
After deploy     For continuous delivery teams
Never            For independent workers with no shared goals

Duration

Target: 5 to 10 minutes for most teams.

Team Size	Target Duration
3 to 5 people	5 minutes
6 to 8 people	7 to 10 minutes
9 to 12 people	12 to 15 minutes
13+ people	Split into sub-teams

If your standup regularly runs over 15 minutes, something is wrong.

Physical Setup

Co-located Teams

Stand in a circle:

Everyone sees everyone
No head of the table
Natural eye contact

Stand near your board:

Easy to reference work items
Visual alignment
Reduces "where were we?" confusion

Same place every day:

No time wasted finding the team
Builds ritual and routine

Remote Teams

Video on, always:

Builds connection
Nonverbal communication matters
Shows respect and engagement

Gallery view:

See everyone at once
Notice who is distracted
More engaging than speaker view

Stable backgrounds:

Minimise distractions
Professional appearance
Good lighting on faces

Facilitation Techniques

Starting on Time

Do not wait for latecomers.

Waiting punishes on-time people
Rewards late behaviour
Signals the standup is not important

Start at the scheduled time, even if people are missing.

Keeping Time

Use a timer:

Visible countdown
2-minute warning
Gentle but firm enforcement

Park discussions:

"Good topic. We can pick that up after standup."
Write it on a "parking lot" list
Commit to a follow-up time

Interrupt politely:

"Thanks John. To stay on time, take the details offline."
"I am hearing a blocker. Who can help John after standup?"

Keeping Energy

Vary the routine:

Change who goes first
Try a different format
Add a quick team-building question

Stand up (if co-located):

Standing keeps energy up
Discourages rambling
Makes long standups uncomfortable (which is the point)

Start with wins:

"Any wins to celebrate?"
30 seconds of positivity
Builds momentum

Running Your First Standup

Before First Standup

Explain the purpose. Why we are doing this
Set expectations. Format, timing, behaviour
Choose format. Start with round-robin if unsure
Pick a time. Survey team for preferences
Set location. Physical or virtual

First Standup Script

"Good morning. This is our first standup. The goal is to sync on
work, surface blockers, and help each other. We will keep it to
10 minutes.

Format: each person shares
- What they completed yesterday
- What they are working on today
- Any blockers

I will go first as an example, then we go around the circle.

[Your update]

[Point to next person]"

After First Standup

Immediate retrospective. "How did that feel?"
Adjust next time. Based on feedback
Set next standup. Same time tomorrow

Rotating Facilitator

Do not let one person always run the standup.

Benefits

Shared ownership
Leadership development
Prevents facilitator burnout
Everyone learns facilitation skills

How to Rotate

Daily rotation:

Monday      Alice
Tuesday     Bob
Wednesday   Carol
Thursday    David
Friday      Alice

Weekly rotation:

Week 1   Alice
Week 2   Bob
Week 3   Carol
Week 4   David

Facilitator Responsibilities

Start on time
Keep energy and pace
Enforce time limits
Park detailed discussions
Make sure everyone speaks (if using round-robin)
Capture action items
End clearly

Ending the Standup

Clear Close

Bad ending:

"Okay, I guess that is everything. Bye."

Good ending:

"Good standup. Three action items:

1. Bob will unblock Sarah by noon
2. Alice and Carol will chat about the API design at 2pm
3. David will follow up with the ops team today

Thanks everyone."

Action Item Tracking

Capture during standup:

Who will do what
By when
Write it down where everyone can see it

Follow up:

Check action items in next standup
If not done, reassign or reprioritise
Do not let action items linger

Common Structural Problems

Problem: Standup Takes Too Long

Solutions:

Enforce a 2-minute per person limit
Use a timer with an alarm
Try "blockers first" format
Park all detailed discussions
Split large teams

Problem: Not Everyone Speaks

Solutions:

Use explicit round-robin
Ask quiet people directly: "Sarah, anything from you?"
Build psychological safety (Chapter 4)
Allow "nothing from me today"

Problem: People Arrive Late

Solutions:

Start exactly on time
Do not restart for latecomers
Rotate late people to go last
Address chronic lateness in 1-on-1

Problem: Detailed Technical Discussions

Solutions:

Facilitator interrupts: "Take this offline"
Create a parking lot list
Schedule a follow-up immediately after
Train the team to notice when they are too deep

Key Takeaways

Choose format based on your team's needs, not what is "supposed" to be done
Shorter is almost always better. Aim for 5 to 10 minutes
Start and end on time. No exceptions
Park detailed discussions for after the standup
Rotate facilitation to build shared ownership
Experiment and evolve. Standups should change as your team matures
Async standups work well for distributed teams across timezones

Next Steps

Continue to 03-communication.md to master the art of standup communication.