I think you can absolutely diagnose an hour-long daily standup as "wrong". Standups need to be limited to 10-15 minutes. That's one of the key tenants of standups: they need to be short and focused.

Yes, regardless of the process framework used having the team meet daily for an hour is pathological and probably is indicator of deeper issues. Which just doing agile "more by the book" wont fix.

Are you really can stand for hours at the standup meeting? :-)

Standup daily meeting must be short and focused. Moreover, standup meeting is for developers only. No project manager, no customer, no QA team. Just developers talking about their problems. Everything else deserves it own separate, hour long meeting once a week or two.

Just want to stress the importance of having stand-ups be developer-only. Do not let project managers, product owners, stakeholders, clients, and so forth become part of it. The developers won't be ready to start working when they take their seats because a lot was said in standup without actually saying much.

Eh, it's valid in this case. Ten minutes standup is formulated as being opposed to a full meeting. The full meeting was there first, standups are supposed to be different. If it's turning into the full meeting it's worth calling that out.

I'm sorry, but no, it doesn't. Sometimes people just do things the wrong way, and there's nothing that can be done other than to tell them they're doing things wrong.

> Generally claiming that a person is doing the method wrong when the method brings no perceived benefits raises a red flag on the general applicability and value of the methodology itself

Agree completely. When incredibly common complaints about a methodology are raised and the response is "you're doing the method wrong" you start to err towards dogma and a "No true Scotsman" approach to management.

Sticking to any technique, including agile, no matter what and with no modification is a symptom of a problem. Projects are unique, there's no one size fits all way to manage them.