Scrum and kanban

Scrum & Kanban Like Chocolate and Peanut Butter

Synchronizing Multiple Scrum Teams

Overview
Why bother?
Bird’s eye view of Scrum
Problems with multi-Scrum-team coordination
Bird’s eye view of Kanban
One-piece-flow (aka small batch size)
Applying Kanban basics to Scrum
Moving away from iterations
Synchronized Scrum Teams

Who is “The Customer?”
Market /Customers
Business Unit
Software Development

Who is “The Customer?”
Market /Customers
Your offering

Return on Investment
Return
Value
ROI =
Investment
Software

The Time Value of Money
A
B
D
C
A
B
C
D
Cost
Value

The Time Value of Money
Learning also has value
Value
A
B
D
C
Time
Investedhere

Providing Value as Fast as Possible
Team in Kiev
$
Customers in Kiev

Software Development Nirvana
Continuous flow of Working Software
Frequent communication
Problems found and solved right away
Going as fast as possible
Delivering as small an increment as possible
Providing as much value as possible
What do we all do that is like this today?

The Lean Startup Model

Why bother?

Bird’s Eye View of Scrum
Customers

Why bother?
Problems with Scrum

Product Management
Customers

Int
Product Management
Customers

Problems With Multi-Team Synchronization
Can’t say you are “shippable” if work of all teams is not integrated
Hardening/stabilization iterations
“QA iterations” offset from “Dev iterations”
Integration iterations
Visibility into problems is clearest at end of iteration
Resolution may not come until for multiple iterations
Elisabeth says:
“No Stabilization sprints!!”

Why bother?

Kanban
todo
wip
coded
tested
done
backlog
5
3226 – User wants to undo a depot operation
3146 – User wants to replicate adepot
8
3216 – User wants to remove a depot
3247 – User wants to combine depots
5
4246 – User wantsto unhide a depot
2
3241 – User wantsto hide a depot
2
3249 – User wants to copy a depot
3
5
1
3246 – User wantsa list of depots
3
3244 – User wants to remove areplica
8
3256 – User wants to rename a depot
1
3236 – User wants to split a depot
1) Visual system of managing work
2) Limited work in progress
3) Work is pulled through the system

Kanban in Action
Int
Customers

Whole product touch point after every story
Working software after ever story is complete
Int
Product Management
Customers
Use Done Stories As Sync Points

Why bother?

What’s in a User Story
5
3226 – User wantsto undo a depot operation

Features of All Shapes and Sizes
S
D
Specify
Design
Code
Integrate
Document
Write tests
Test
C
I
W
T
D
Gradient or rhythm?

One Piece Flow
Do you remember me?
5
I
W
T
D
S
C
Within an Iteration
D

One Piece Flow
I
W
T
W
T
D
I
W
T
W
T
I
W
T
W
T
I
D
S
C
D
S
C
I
D
S
C
D
D
S
C
I
D
S
C
D
S
C
I
D
S
C
I
D
S
C
D
S
C
I
D
S
C
I
D
W
T
D
D
D
D
D
Within an Iteration
W
T
D
W
T
D
W
T

Activity vs Achievement

One Piece Flow
W
D
S
C
I
T
D
W
D
S
C
I
T
D
Within an Iteration

One Piece Flow
W
W
D
S
C
I
T
D
S
C
I
T
D
D
W
W
W
W
W
W
W
D
S
C
I
T
D
S
C
I
T
D
S
C
I
T
D
S
C
I
T
D
S
C
I
T
D
S
C
I
T
D
S
C
I
T
D
D
D
D
D
D
D
W
D
S
C
I
T
D
Within an Iteration

One Piece Flow

Why bother?

Taskboard/Limited WIP/Pull
todo
wip
coded
tested
done
5
3146 – User wants to replicate adepot
8
3216 – User wants to remove a depot
3246 – User wantsto create a depot
5
5
5
4246 – User wantsto unhide a depot
2
3241 – User wantsto hide a depot
2
3249 – User wants to copy a depot
3
5
1
3246 – User wantsa list of depots
3
3256 – User wants to rename a depot
1
3236 – User wants to split a depot

wip
coded
tested
done
todo
3241 – User wants to take a survey
3244 – Surveyor wants to remove
a question
1
3
3246 – Surveyor wants to create a true/false question
2
3247 – Surveyor wants to add a freeform question
3
3242 – Surveyor wants to browsesurvey results
5
3
3245 – Surveyor wants to create a multiple choice question
3
3243 – Surveyor wants to add anew question

wip
coded
tested
done
todo
a question
1
3
2
5
3
3
3

wip
coded
tested
done
todo
a question
1
3
2
3
5
3
3

Why bother?

Scrum Activities Linked to Iterations
Done
Retrospective
Iteration Review
Backlog grooming
Story estimation
Choose stories

Decoupling
4 week iterations
Done
Retrospective
Iteration Review
Backlog grooming
Story estimation
Choose stories
3
4
5
6
Iterations

Decoupling
Done
Retrospective
Iteration Review
Backlog grooming
Story estimation
Choose stories
3
4
5
6
Iterations

Stop!!
Done
Retrospective
Iteration Review
Backlog grooming
Story estimation
Choose stories
Decoupling
3
4
5
6
Iterations

Decoupling
Done
Retrospective
Iteration Review
Backlog grooming
Story estimation
Choose stories
3
4
5
6
Iterations

Trailing 4 Week Burnup
4 WeekBurnup
20
15
Story Points
10
5
0
10/4
10/2
10/9
10/11
10/11
10/15
10/17
10/19
10/23
10/25
Trailing 4 weeks

Calculating Velocity
Per iteration
Iteration Velocity
40
30
Story Points
20
10
0
1
3
5
7
9
11
13
15
17
19
Iterations
Trailing 4 weeks
4 Week Velocity
40
30
Story Points
20
10
0
1
3
5
7
9
11
13
15
17
19
Iterations

Decoupling Commitment
Or else what?
New Scrum Guide replaces commitment with forecast
Scrum Commitment
Team will get all committed stories to ‘done’
Everybody else will leave the team alone
Trust is the flip side of commitment
Trust is a two way street and requires flexibility
Handling the unexpected requires negotiation

Scrum Without Iterations
Done
Retrospective
Iteration Review
Backlog grooming
Story estimation
Choose stories
Trailing 4 week burnup
Trailing 4 week velocity
Trust & negotiation

Why bother?

Int
Product Management
Customers
Multi-Stage Continuous Integration

Int
Int
Int
Product Management
Customers
Multi-Stage Continuous Integration

Product Management
Customers
Individuals and Interactions

Product Management
Customers
Agile Project Management

Web
Mobile
Int
DB
Int
Int
Server
Product Management
Customers
SCM (Version Control)

Web
Mobile
Int
DB
Continuous Integration
Int
Int
Server
Product Management
Customers

Whole product touch point after every story
Working software after ever story is complete
Scales up
Int
Int
Int
Product Management
Customers
Continuous Delivery
$

You want what!?
Why can’t we finish this?
Why won’t this integrate?
Int
Why is this unshippable?
What does that mean?
Int
Int
Product Management
Customers
Continuous Touch Points

“Pure” Scrum
Roles
Self organizing team
Team Member
Product Owner
Scrum Master
Meetings
Sprint planning (Iteration planning)
Daily standup
Sprint review (Iteration review)
Retrospective
Artifacts
Product backlog
Sprint backlog
Burndown
Cycles
Daily
Sprints
Releases

An Example Mix
Roles
Self organizing team
Team Member
Product Owner
Scrum Master
Meetings
Weekly story estimation
Daily standup
Monthly story review
Weekly retrospective
Artifacts
Product backlog
Trailing 4 week burnup
Cycles
Daily
Releases
Additional ingredients
Kanban board (Todo, WIP, Coded, Tested, Done)
One piece flow
WIP limits
Multi-stage Continuous Integration
Removed
Sprints
Sprint backlog

Resources/Q&A
Do It Yourself Agile – Damon Poolehttp://damonpoole.blogspot.com
Don Reinertsen’s Books
Lean Software Development, Mary Poppendieck and Tom Poppendieck
Scrumban - Essays on Kanban Systems for Lean Software Development, Corey Ladas
Kanban and Scrum – Making the Most of Both, HenrikKniberg & MattiasSkarin
Agile Software Development with Scrum, Ken Schwaber & Mike Beedle

Scrum and kanban

by Agileee on Sep 27, 2011

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