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Scrum vs Kanban
 

Scrum vs Kanban

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The presentation below is the small deck I use to introduce Scrumban in one hour. It's a special tool that must be used in the right circumstances. I continue to promote Scrum first for projects ...

The presentation below is the small deck I use to introduce Scrumban in one hour. It's a special tool that must be used in the right circumstances. I continue to promote Scrum first for projects focused on new features to increase customer satisfaction, but when teams enter hardening phases in their product life-cycle or fall in complete maintenance mode, instead of letting Scrum lose it's shine, I prefer to introduce Scrumban.

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  • This is great Dimitri!

    One question, with a team of 9, how might I calculate the WIP limits for the team? One approach is dividing the team number by two and rounding down. Another approach is giving everyone a WIP limit of two, add the WIPs together and subtract one.

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  • Excellent, thanks Dimitri
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  • @harvinsingh There is no velocity since there is no iteration to associate a velocity. The capacity of a team is measured directly on the board by setting WIP limits on the columns. Ultimately in Scrumban we want as a team to focus on similar size stories, but even if the stories are not similar size, over time an average time for a card to get through the board can be calculated. This average time can be used to set the expected time for a card to get Done.
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  • Thanks for the answers.
    In Scrum we derive velocity by the total story points completed by the team in each sprint. How do you derive velocity in Scrumban/ Kanban, or is velocity not measured ?
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  • 1. No, in Scrumban there is no need to do iteration planning. The concept of time-boxing is removed in terms of having iteration cycles. This is a key reason that Agile teams evolve into Kanban, to embrace a continuous flow of work. With that said, the slide in this presentation illustrating release planning does show that although it's a continuous flow, we still conduct the Scrum ceremonies (planning, review, retrospective) at a set frequency by the team.

    2. The lead time can easily continue to be calculated from the time the card (work) hits the Kanban board (To Do column) and completes (Done column). The cycle time is also easily tracked when the card enters the WIP columns on the board. Just adding a couple of dates on the card and tracking it consistently will give you what you need to calculate these 2 metrics.

    Remember that the main distinction in adding Kanban to Scrum is the extreme focus on the Board. Visualizing all the work on the board (the entire process), reaching all the way to also include 'story creation / backlog management' is what is so enticing when considering the evolution to Scrumban.
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    Scrum vs Kanban Scrum vs Kanban Presentation Transcript

    • Scrum vs. Kanban An introduction to Scrumban www.torak.com
    • About Dimitri Ponomareff Agile Coach ● American Express ● Charles Schwab ● JP Morgan Chase ● Bank of America ● LifeLock ● First Solar ● Mayo Clinic ● AAA Insurance ● Phoenix Children's Hospital ● Choice Hotels International ● State of Arizona - First Things First, ADOT, ADE ● Wolters Kluwer ● Apriva ● JDA Software Group Facilitator of “The 7 Habits of Highly Effective People” Certifications ● Project Management Professional (PMP) ● Agile Certified Practitioner (PMI-ACP) ● Certified ScrumMaster (CSM) ● Certified Scrum Practitioner (CSP) IT Professional ● CIO - Concord Software ● Vice President Communications - PMI Phoenix ● Director of Web Technologies - I-ology www.torak.com
    • Agenda ● Scrum overview ● Kanban overview ● Scrumban overview ● Scrum vs. Scrumban ● Questions www.torak.com
    • Scrum Overview Product Backlog (prioritized) Sprint Backlog Sprint Planning Sprint Retrospective Sprint Review Daily Scrum Product Increment Sprint Task Board Sprint Burndown Scrum Master Product Owner Team Stakeholder s Users Roles www.torak.com
    • Scrum "redux" with Scrumban Roles Product Backlog (prioritized) Sprint Backlog Sprint Planning Sprint Retrospective Sprint Review Daily Scrum Product Increment Sprint Task Board Sprint Burndown Scrum Master Product Owner Team Stakeholder s Users www.torak.com
    • Scrum "redux" with Scrumban only Roles Backlog (JIT) Retrospective Daily Scrum Continuous Increments Scrum-ban Board Team Stakeholders Users ReviewPlanning www.torak.com
    • Kanban Visualize the workflow ● Kanban literally means "signboard" or "billboard" Just-in-time (JIT) ● identify and eliminate wasteful activities, only build what you need Limit Work In Process (WIP) ● establish and respect your ideal capacity, do what works best to get the work done Manage and optimize the flow/process ● continually seeks ways to reduce the lead time for getting the work done ● make process policies explicit ● improve collaboratively It's not an inventory control system; it's a pull scheduling system that tells you what to produce, when to produce it, and how much to produce. www.torak.com
    • Toyota Philosophy of complete elimination of waste "Just-in-Time" means making "only what is needed, when it is needed, and in the amount needed." source: http://www.toyota-global.com/company/vision_philosophy/ www.torak.com
    • Scrumban ● a methodology combining the best from both Scrum and Kanban ● a visual continuous workflow displayed on a board ● specialized functional teams are possible ● focused on continuous and empirical process optimization ● responding to change over following a plan, as soon as capacity becomes available www.torak.com
    • Kanban Board - Start a b to do in process done Start with a simple task board with 3 columns: to do, in process and done. Each card represent a work item in the current scope. Names can be associated with the cards. The key is to setup an easy way to visualize the work, and create an area for social interactions. c www.torak.com
    • Kanban Board - Start a b to do in process done Start with a simple task board with 3 columns: to do, in process and done. Each card represent a work item in the current scope. Names can be associated with the cards. The key is to setup an easy way to visualize the work, and create an area for social interactions. b a to do in process done A problem with such a simplistic board, is the lack of rules and the concept of time-boxing. A typical problem is accumulating too much work in progress (WIP). Kanban is more than just adding work items on a board, it's also applying a PULL process. a b a b a cc c a c www.torak.com
    • Kanban Board - Start a b to do in process done Start with a simple task board with 3 columns: to do, in process and done. Each card represent a work item in the current scope. Names can be associated with the cards. The key is to setup an easy way to visualize the work, and create an area for social interactions. b a to do in process done A problem with such a simplistic board, is the lack of rules and the concept of time-boxing. A typical problem is accumulating too much work in progress (WIP). Kanban is more than just adding work items on a board, it's also applying a PULL process. a b a b a cc c a to do in process done To truly embrace Kanban, we must regulate the volume of cards on the board. This can easily be accomplished by identifying clear thresholds associated to better defined stages of work (columns). Another improvement is to set a multi-tasking limit per user (2) and using late binding of tasks to owners. Note that not all team members must have 2 tasks with their names, this is a maximum of 2. b c a ready a c c 52 www.torak.com
    • Kanban Board - Mechanics to do in process done b c a ready a c to do in process done b c a ready a c to do in process done b c a ready a c a 1. Team member A completes a card and moves it to the "done" column. 2. Team member A pulls a new card from the "ready" column and starts working on it by placing it in the "in process" column. 3. The team responds to the pull event and selects the next priority card by moving it to the "ready" column. 2 5 5 5 2 2 2 www.torak.com
    • Kanban Board - Flow to do in process done b c ready a c b to do specify done b c ready a c b execute Now that we have established our team capacity and we have a pull system, we can streamline the ideal flow. 2 5 2 2 3 www.torak.com
    • Kanban Board - Flow Now that we have established our team capacity and we have a pull system, we can streamline the ideal flow. a backlog specify done b ready a c b complete execute c to do in process done b c ready a c b to do specify done b c ready a c b execute 2 5 2 2 3 28 3 2 www.torak.com
    • Scrumban Board - Example www.torak.com
    • Scrum vs. Scrumban Scrum Scrumban Board / Artifacts board, backlogs, burn-downs board only Ceremonies daily scrum, sprint planning, sprint review, sprint retrospective daily scrum, review/retrospective on set frequency and planning ongoing Iterations yes (sprints) no (continuous flow) Estimation yes no (similar size) Teams must be cross-functional can be specialized Roles Product Owner, Scrum Master, Team Team + needed roles Teamwork collaborative as needed by task swarming to achieve goals WIP controlled by sprint content controlled by workflow state Changes should wait for the next sprint added as needed on the board (to do) Product Backlog list of prioritized and estimated stories just in time cards Impediments dealt with immediately avoided
    • Scrumban Backlog ● extend board to story creation/elaboration ● avoid creating/analyzing too many stories - reduce waste ● assure the necessary level of analysis before starting development ● the backlog should be event-driven with an order point ● prioritization-on-demand - the ideal work planning process should always provide the team with best thing to work on next, no more and no less www.torak.com
    • Impediments and blocked work ● focus on lower priority work (spikes, analysis, etc...) ● invest in production capability improvement work ○ automation (testing, deployment, etc..) ○ re-factoring ○ personal development ● but NOT anything that will create work downstream www.torak.com
    • Boards - Scrum vs. Kanban Sprint Day 1 Mid-Sprint Sprint Last Day Any Day Kanban Scrum www.torak.com
    • Release Planning week 1 week 2 week 8week 7week 6week 5week 4week 3 Team 2 Release every 2 weeks sprint 1 sprint 3sprint 2 sprint 4 Team 1 - Scrum Release every sprint Team 3 Release every week Team 4 Release when needed planning review & decision to release retrospective
    • When to consider Scrumban ● maintenance projects ● event driven work ○ help-desk/support ○ hardening/packaging phases ● projects with frequent and unexpected user stories or programming errors ● around sprint teams focused on new product development ○ work preceding sprint development (backlog, R&D) ○ work following sprint development (system testing, packaging and deployment) ● if Scrum is challenged by workflow issues, resources and processes ● to manage improvement communities during/after Scrum roll-out www.torak.com
    • Kanban for Portfolio Management Queue In Process Release Done Concept Scope Development Testing Project Team #1 Project Team #2 Project Team #3 6 5 2 www.torak.com
    • Kanban for Architecture Queue In Process Release Done ModelingAnalysis Development Testing Service #1 Service #2 Service #3 6 5 2 www.torak.com
    • Backlog In Process Done 8 3 6 Production Release Dev Support Project A Project B Analysis Specify Execute Kanban for IT www.torak.com
    • Kanban for Support with multiple clients Backlog In Process Done 2 3 Specify Publish Estimate 3 C1 C4C3 C2 Design Code 2 Test 4 Package New Analysis Development Done Production Issues www.torak.com
    • Kanban for Marketing Priorities In Design Done 8 3 2 3rd Party Specify Execute Ideas Release Web Event COM PR 4 ValidateReview www.torak.com
    • Kanban for Sales Queue Create RFP Review Done RFP Ready In Progress Complete Sales Team #1 Sales Team #2 Sales Team #3 6 5 2 www.torak.com
    • Agile Coaching, Staffing and Training. Learn more at www.torak.com
    • Thank You www.torak.com
    • Resources and References ● Scrumban - Essays on Kanban Systems for Lean Software Development by Corey Ladas ● Kanban and Scrum - making the most of both by Henrik Kniberg, Mattias Skarin ● Wikipedia - Scrum http://en.wikipedia.org/wiki/Scrum_%28development%29#Scrum-ban ● Toyota ○ Just-in-Time — Philosophy of complete elimination of waste ○ TPS (Toyota Production System) or "kanban system" ○ http://www.toyota-global.com/company/vision_philosophy/ www.torak.com
    • This presentation was inspired by the work of many people and we have done our very best to attribute all authors of texts and images, and recognize any copyrights. If you think that anything in this presentation should be changed, added or removed, please contact us. http://creativecommons.org/licenses/by-nc-nd/3.0/ www.torak.com