Daily Standup Process

Purpose

This document describesKeep the dailyteam routinealigned, around standups, ticket reviews,accountable, and technicianfocused preparation.on Itclient outcomes every day. The standup is writtennot a long meeting—it is a quick, structured check-in plain,to step-by-stepconfirm languageprogress, souncover newblockers, staffand canset easilyclear followdaily it.targets.

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1.When

Technician

Process
• –

  Every Fillingbusiness day.

• 30 minutes after the Standupofficial Formshift start.

• Maximum time: 15 minutes.

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Technician Responsibilities

• When: Every morning, beforeBefore the daily standupmeeting (within 30 minutes of shiftstarting start).

  Steps:shift):

  1. OpenFill in the current week’s Daily Standup Form.

  2. For each ticket you are working on:

     • Enter Ticket # and Task/Description.

     • Select Priority (Critical, High, Normal, Low).

     • Mark Today’s Focus: ifWhat tickets or tasks you expectcommit to finish itcompleting today.

     • AddCompleted whatYesterday: What you completedfinished yesterday.yesterday.

     • IfBlockers: thereWhat’s isstopping a blocker, mark Yes, describe it,you, and note who can help.help.

     • SuggestAccountability yourTarget: accountabilityYour targetsuggested check-in time (11am, 2pm, 4pm, or EOD).

  3. Double-check that yourEnsure updates are clear, short,clear and professional.concise.

  Goal: Come to the standup prepared to explain what you are working on, what’s done, and where you need help.

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  2. Manager Process – Ticket Review Before Standup

  When: Every morning, before the standup (allow 15–20 minutes).

  Steps:

  1. OpenDuring the ticketing system (Autotask) and check the queue healthmeeting:

     • LookAnswer forthree ticketsquestions inclearly:

       New
       or
       1. Triage

          What thatdid haveI missedcomplete the first response.yesterday?

       2. CheckWhat forwill ticketsI breachingfinish or close to breaching SLA targets.today?

       3. What’s blocking me?

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Manager Responsibilities

• Before the meeting:

  • Review Critical/High-prioritythe ticketsticket first.queue.

  • Identify anySLA risks, blockers, and tickets sittingnot in Awaiting Customer/Vendor without follow-up times.updated.

• Compare tickets against technician entries in Autotask with those listed on the Daily Standup Form.

• Make notes on:

  • Tickets are not listed by a technician, but are in their queue.

  • Blockers that need management action.

  • SLA risks.

• Bring these notes to the standup to guide questions.

Goal: Arrive at the standup knowing which tickets or risks to raise, and where to push for a result.

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3. Standup Meeting Process

When: Daily, ~30 minutes after start time.
Duration: Maximum 15 minutes.

Steps:

1. Kick-off (Manager)

   • Remind the team of time limits and purpose: “Quick update, blockers, accountability. Not a deep-dive.”Form.

2. Round-TableDuring the meeting:

   1. Start the meeting with a quick reminder of purpose: “Updates, blockers, accountability.”

   2. Listen to each technician’s update (Technicians)max 2 minutes each).

   3. Ask clarifying questions on:

      • EachTickets technicianclose sharesto fromSLA their form:

        • What I completed yesterday.

        • What I will complete today.

        • What’s blocking me.

      • Keep answers under 2 minutes per person.

   4. Manager Questions & Clarifications

      • Based on ticket review notes, ask about:

        • Unlisted tickets in queues.breach.

        • Blockers that need escalation.

        • Tickets closemissing tofrom SLAthe breach.

          form
        but
        in
      the

   5. Accountability Targets

      • Agree on which tickets must be updated or closed by 11am, 2pm, and 4pm.

      • The manager records these targets.queue.

   6. Confirm Wrap-Upaccountability targets for each technician (linked to 11am, 2pm, 4pm follow-ups).

3. After the meeting:

   • RemindRecord technicians: updates must be made in the ticket system, and the next check-in will be at the agreed-upon times.

   • Save and close the form for the day.

Goal:

• Ensure every technician has clear dailyaccountability targets.

• MakeFollow blockersup visibleduring sothe theyday canat becheckpoint solved quickly.times.

• Keep the whole team aligned on priority tickets.

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4.Standup KeyFlow Principles(Step by Step)

1. Manager opens with purpose.

2. Each technician shares their update.

3. Manager asks clarifying questions.

4. Manager and technicians agree on accountability targets.

5. Meeting ends (take longer discussions offline).

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Rules for Standups

• Be concise: Keep the standup toMaximum 15 minutes max.minutes.

• Be prepared: TechniciansEveryone must fill the form before the meeting. Managers must review ticketsprepare before the meeting.

• Every ticket discussed must have a clear owner and next action.

• Blockers must be visible—don’t hide them.

• Technical deep dives or problem-solving are done Be accountable:after the standup.

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Outcomes

• Every technician leaves the meeting with clear targetsdaily tied to 11am/2pm/4pm follow-ups.commitments.

• TakeThe itmanager offline:has Longvisibility technicalon discussionsrisks happenand afterblockers.

  the
standup,
• not

  Clients duringbenefit it.from faster resolutions and consistent communication.

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✅ Following these processes keeps the team focused, clients updated, and tickets moving towards resolution within SLA.