From Scrum To Kanban
by Joakim Sundén on Oct 23, 2009
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Case study of a Scrum team adopting Kanban.
Case study of a Scrum team adopting Kanban.
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Three weeks sprints.
Pressure to deliver to review/demo.
Pressure to deliver to review/demo.
Pressure to deliver and not immediately available Product Owner and analyst in mid-sprint.
Pressure to deliver and not immediately available Product Owner and analyst in mid-sprint.
Incremental delivery of features broken down to small stories makes stakeholders pay less attention to problems (“probably delivered in the next sprint”).
Incremental delivery of features broken down to small stories makes stakeholders pay less attention to problems (“probably delivered in the next sprint”).
There was talk about “no iterations” at an Agile Sweden conference, but no connection to Kanban.
Work was pulled and limited to capacity rather than pushed. Pressure to deliver would not go away easily though...
Work was pulled and limited to capacity rather than pushed. Pressure to deliver would not go away easily though...
Story Captain was responsible for planning work on the story so that it was easy for others to help finish the story when they had capacity.
Story Captain was responsible for planning work on the story so that it was easy for others to help finish the story when they had capacity.
Team added “Prepare” and “Good-to-go” later.
Started with with limit of 2 stories for development (made physical on board). 7-8 developer found this a bit hard at times, increased to 3 after a few weeks. WIP limit increased further and dropped completely when new developers joined team, ScrumMaster role became unclear and there was a lot of pressure to deliver the first big release.
Team added “Prepare” and “Good-to-go” later.
Started with with limit of 2 stories for development (made physical on board). 7-8 developer found this a bit hard at times, increased to 3 after a few weeks. WIP limit increased further and dropped completely when new developers joined team, ScrumMaster role became unclear and there was a lot of pressure to deliver the first big release.
Warning signs in yellow (risk of not delivering in estimated time) and red (won’t deliver in time).
Developers wanted small stories, business wanted features. Separate ideation board for Product Owner and analyst with something similar to MMFs was proposed. Broken down into stories in a dev step. Teams Kanban boards to be seen as expansions of this step.
Developers wanted small stories, business wanted features. Separate ideation board for Product Owner and analyst with something similar to MMFs was proposed. Broken down into stories in a dev step. Teams Kanban boards to be seen as expansions of this step.
Developers wanted small stories, business wanted features. Separate ideation board for Product Owner and analyst with something similar to MMFs was proposed. Broken down into stories in a dev step. Teams Kanban boards to be seen as expansions of this step.
Developers wanted small stories, business wanted features. Separate ideation board for Product Owner and analyst with something similar to MMFs was proposed. Broken down into stories in a dev step. Teams Kanban boards to be seen as expansions of this step.
Developers wanted small stories, business wanted features. Separate ideation board for Product Owner and analyst with something similar to MMFs was proposed. Broken down into stories in a dev step. Teams Kanban boards to be seen as expansions of this step.