How to Run an Efficient Stand‑Up: Practical Tips from Alibaba’s R&D Teams

Goal of the Stand‑Up

The classic Scrum stand‑up asks three questions (what was done yesterday, what will be done today, any blockers), but when Kanban is applied correctly these can be visualized on the board, making the questions unnecessary. The real goal is to promote effective team collaboration, smooth value flow, and timely delivery by synchronizing demand progress, exposing risks, and reinforcing the visual value‑stream practice.

Prerequisite

Before holding a stand‑up, a Lean Kanban system must be in place with a visualized value stream, clear flow rules, and WIP limits. Managing the flow of value and establishing a feedback loop for efficiency are required.

Organization of the Stand‑Up

Frequency: daily on workdays, no longer than 15 minutes, usually in the morning (e.g., 9:45 or 10:00).

Three constants: same team, same time, same place in front of the board, forming a habit.

Facilitator: a designated or rotating person leads the team to walk the board from right to left.

Computer: only the person responsible for screen sharing and recording uses a laptop; others stay laptop‑free.

Before the Stand‑Up: Demand and Task Status Updated

Team updates demand priority, auxiliary priority, status, and expected dates according to a unified standard.

Developers update the status of demands and tasks to keep them aligned.

Demand owners split demands into tasks, assign them (1‑2 day effort), and set deadlines.

Outsourced or partner contributors also update their task status before the meeting.

Key Information to Focus on During the Stand‑Up

Bottlenecks and Queues: Identify columns with excessive cards indicating a flow blockage.

Critical Defects: Defects that hinder demand flow must be resolved quickly, aiming for a 24‑hour fix and low defect inventory.

High‑Priority Demands: Demands with significant business impact are highlighted in red.

Obstructions and Issues: External or internal dependencies that stop flow should be tracked and resolved.

Near‑Due or Overdue Demands: Time‑sensitive demands are colored orange (near due) or red (overdue).

Interruptions: Empty columns (e.g., “Ready”) indicate supply shortages that need immediate attention.

Unreflected Problems: Discuss whether any issues are missing from the board and should be added.

During the Stand‑Up: Promote Smooth Value Flow

Team reviews the board from right to left, focusing on the "6+1" key points, avoiding lengthy discussions on a single issue.

For teams of ≤15 members, the meeting should finish within 15 minutes.

Any decisions or changes must be reflected on the board immediately.

Common pitfalls and best‑practice illustrations are shown below.

After the Stand‑Up: Transparency and Follow‑Up

The board reflects the latest status and outcomes of the discussion.

Identify and address flow‑blocking issues, either immediately or as post‑meeting actions.

Team members understand overall project progress and priorities.

Small‑group discussions handle longer‑running problems.

Summary

The stand‑up aims to foster effective collaboration, focus on value flow, and ensure smooth delivery.

It should be driven by value delivery, scanning the board from right to left to spot and resolve flow problems.

The board must already show clear status and issues; a well‑designed board is the foundation of an efficient stand‑up.

Collaboration should happen continuously, not rely solely on the stand‑up.

A good stand‑up helps the team see overall value‑stream health, promote cooperation, and promptly handle impediments.

Checklist for the Stand‑Up

Demand and task status updated before the meeting.

Only the screen‑sharer uses a laptop.

Walk the board from right to left, focusing on the 6+1 points.

Ensure WIP limits are not exceeded.

Align tasks with their parent demands.

Follow established flow rules.

Quickly review defect status and keep inventory low.

Record issues and dependencies for follow‑up.

Post‑meeting small‑group discussions for unresolved items.

Common Questions Encountered in Stand‑Ups

Q: Developers speak technically, leaving product managers confused.

A: Focus on demand status and value flow on the board; both sides can see progress and issues without delving into implementation details.

Q: How to run a stand‑up with distributed teams?

A: Use an electronic board that syncs in real time and join via conference call.

Q: Why scan the board from right to left?

A: It reflects the pull‑based flow direction and encourages finishing near‑complete items before starting new work.

Q: What to do when some members are late?

A: Establish a team agreement on handling lateness, such as proceeding on time and addressing absentees later.

Q: Two demands are half‑completed; how to handle?

A: Prioritize completing one demand fully before progressing the other to avoid split effort.

Feel free to share your own stand‑up experiences in the comments.