My team recently adopted SCRUM processes, including daily stand-up meetings.

My question is: what happens to people whom arrive late to the daily stand-up meetings?

Currently, my team requires us to put a dollar into a breakfast taco fund, which I completely disagree with.

What does your team do?


The only valid response is: The team decides.

The time of daily scrum is a team decision and the punisment for late arrival is only team decision. My team uses more drastic approach: late person has to buy breakfast to all other team members (two donuts for every team member). We agreed on it as a team and it really helped.


This question has also other side. Did you make decision as a team? If not, you are not using clean SCRUM which is highly team centric. If you make decision as a team you have probably consider the best time for daily meetings. If you are not able to comply with such simple arrangement you are probably not a team player.


There is nothing wrong with this practice if it is a team decision and everybody agree with it. But nobody can command you to follow it. At least in my country any planned deduction from payroll has to be mentioned in some attachment to employment contract and employee has to sign it.


The author of Scrum and XP from the trenches suggest that you can move the daily meeting to some other time of the day. At morning is ideal but... it has to work for each team, so you can do concessions.

It can be a solution if arriving at different times is an expected (and desirable) thing.


This is a problem your team has to solve since its a team issue. Every team will solve management issues differently.
Talk to other members of your team to see if others share your opinion.

If people are consistently late you might want to consider moving the meeting time, having harsher penalties or reward people who regularly show up on time.


Have the leader stop the conversation dead, and stare at the late-comer. Everyone else should follow suit. Ten to fifteen seconds should be plenty to send the message.


We don't use SCRUM specifically, but we have daily stand-up meetings to make sure every one is up to date with what happens.

Since all team members have very different schedules (some have children to leave at day care, some spend half the night at the pub) the pragmatic approach is to take it when everyone is on site. If anyone can't make it to the office before lunch, we make it a lunch meeting instead. It doesn't have to be harder than that :-)


In our team nothing happens. Sometimes the meeting is even postponed if someone tells in advance he's gonna be late. This is of course something the team should decide. In our case it would make no sense in "punishing" anyone coming late since the company policy in general allows much freedom in choosing your working hours. And in most cases there's a perfectly valid reason for being late. So, in our case, a punishment would only hurt the team spirit. Someone being absent from the meeting has so far caused no problems as it has not happened that regularly.


I like the 'when everyone gets there' approach. People who have an early schedule tend to use it as a 'holier than though' political tool to bash the late people esp. if the late people are more productive than them.


Something embarrassing will do it.. not sure how tight your dev team is but a couple times singing "I'm a little tea-pot" should do the trick.


You could offer some type of excuse in order to avoid it? Something like you have been traveling near the speed of the light... like the Twin paradox So, the time dilates and it if not your fault. Let He Who Is beyond the fisical laws Cast The First Stone.


Big Visible Chart: How many minutes late were all scrummers in attendance (with labels to show who made it late).


The offender should fetch coffee for everyone else for the rest of the day.


Nothing. Ask the person directly if there was a problem getting there on time. This makes it clear that being there for the daily is important, but gives them the respect and benefit-of-the-doubt that there might have been a real reason why they couldn't be there.

If the behavior continues, address it as you would address coming to work late every day... warning from the manager, written warning, third-or-more offense may result in termination.

That being said, you're part of a team. Whether you agree or disagree with it, if that's what the team has gone with, that's what you have to do.


Death. Public flogging. Hung drawn and quartering. These are all valid options.


For our standup, the last person to arrive at the meeting is required to provide their update first. This has had the tendency to push the arrival time for everyone (except the boss) to before the scheduled start of the standup. We rarely arrive late and when we do it is usually because there is an active production support issue that requires attention.


Here are some riffs on "The team decides"--stuff I didn't see in the other answers and comments.

The problem may be an individual, but it may also be the meeting. Examine the meeting and consider changing it. Here are some ideas.

  • Never let the meeting run long or start late.
  • Don't solve problems in stand-up meetings, just help folks get unblocked and collect status on complete and upcoming work.
    • It helps to have a designated meeting facilitator to kindly enforce this.
  • Make sure the right people are invited.
  • Don't require attendance.
    • This is a great policy for all meetings!
    • If folks think the daily stand-up is a waste of time, they're right.
  • Tell the team what business / project management needs, and work with them come up with a solution on how to improve the stand-up meeting.
    • Use a subgroup (1 chicken, 1 pig, or whomever... just not everyone in the meeting) to improve the stand-up meeting.
  • I work with a distributed team covering many timezones; we email in stand-up reports. If folks are blocked, they ask for help immediately and attend the call if possible.
  • If folks aren't getting what they need to from the meeting, allow them to check out and leave.
    • Another great policy for all meetings. It's sort of "barcamp" or "un-conference", ie: "vote with your own two feet".
  • If the problem is isolated to an individual, work with them to fix the problem.
  • General meeting rule: the more people attending a meeting, the shorter it should last.