My question is related to this one but it is not the same actually.
The context is the following: I'm the new manager of a new team, with 2 technical senior members. The rest of the team is new.
We've started a sprint two weeks ago and we are trying to have a 10 minutes daily scrum. However, I can feel that they are less than motivated to attend the daily scrum, almost needing me to push them.
To be honest, my problem is two fold, first we don't have that much to say on a daily basis. The second is more problematic, it is the passivity of every members to start daily scrum. It maybe related to the lack of things to say but it maybe related to something unsaid and that, I don't know how to deal with that.
The questions with the answers I've drawn, are two fold:
- Would it make sense to make the daily once every two days as we seem to not have much to say on a daily basis?
- How can I ensure that the passivity to attend the daily scrum is not related to a low morale or worse, unsaid things?
Update 1: Strader says that scrum is a poisonous fruit but like any framework, it needs to be adapted to fit the situation and not the reverse.
Update 2: I talked to the team, asking them if we should shorten the daily. The stakeholder who happens to work with us and one of the team lead said unanimously, no, that we should keep the 10mn daily format.