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Vidas Vasiliauskas. Scrumban - mixing agile and lean for product manufacture and support
- 1. Scrum-ban mixing agile and lean By Vidas Vasiliauskas
- 2. About me • Product manager at Eylean board • Started career as a developer • 8 years in software industry • Doing “lean startup”
- 3. Why you should hear this?
- 4. Why you should hear this? • You are doing product development
- 5. Why you should hear this? • You are doing product development • You are in a startup
- 6. Why you should hear this? • You are doing product development • You are in a startup • Your team is less or equal to 8 people
- 7. Why you should hear this? • You are doing product development • You are in a startup • Your team is less or equal to 8 people • Uncertainty is a daily thing for you
- 8. Why you should hear this? • You are doing product development • You are in a startup • Your team is less or equal to 8 people • Uncertainty is a daily thing for you • You have heard or practiced agile and lean
- 9. Scrum vs Scrum-ban
- 10. Scrumban 101 Goals: • Minimum delivery time • Fully loaded team Features: • Event/demand driven • Empowers team roles • Lean like hell
- 11. Backlog -------- -------- -------- -------- Task board Triage Planning Daily meeting Production Release 5-15% of overall time left until release date? Task board Planning trigger? Feature freeze Stabilization Kaizen? Kaizen YES No YES No No YES
- 12. Task board To do Doing Done Analyze requirements Develop project plan Develop project plan Initiate agreement
- 13. Planning on demand GOLDEN RULE: Demand goes first before supply
- 14. To do Doing Done Analyze requirements Define specifications Create design guidelines Initiate agreement Create design docs
- 15. To do Doing Done Analyze requirements Define specifications Create design guidelines Initiate agreement Create design docs 2
- 16. To do Doing Done Analyze requirements Define specifications Create design guidelines Initiate agreement Create design docs Buffer Develop project plan Transfer documents 2
- 17. To do Doing Done Analyze requirements Define specifications Create design guidelines Initiate agreement Create design docs Buffer Develop project plan Transfer documents 2 2
- 18. To do Doing Done Analyze requirements Define specifications Create design guidelines Initiate agreement Create design docs Buffer Develop project plan Transfer documents 2 2 TRIGGER!!!
- 19. Less planning and concentrated release
- 20. Points done Time Points
- 21. Items done Time Tasks Tasks done
- 22. Triage Time Tasks Feature freeze Tasks done Stabilization
- 23. Estimating is easy…
- 24. Product, project or support? Product Project Support Assembly line Single product Do you know the deadline? Estimate No estimate, focus on goals Average estimate Features or knowledge ? Knowledge Features Do you need to know it? Yes No Yes No Do you prioritize by estimate? Yes No
- 25. Task created Task started Task delivered Lead time Planning on demand Cycle time
- 26. 4guidelines to control cycle time 1. Prefer completed task to starting new
- 27. 4guidelines to control cycle time 2. Grab second task only if the first one is blocked *can overcome rule 1.
- 28. 4guidelines to control cycle time 3. Late resource binding
- 29. 4guidelines to control cycle time 4. Avoid critical path
- 30. NO! To early binding +STRESS -ENERGY -TIME
- 31. * Mind the impact
- 32. Push system Pull system
- 33. 3kings to rule them all Daily meeting Planning meeting (on demand) Kaizen
- 34. Aligned vision Scrum Kanban Scrumban Iterations 1-4 week sprints Continuous work Continuous work with with decoupled planning and release Work routines Pull principle Pull principle or late binding to resources Pull principle or late binding to resources Scope limits Sprint limits total work amount Work in progress limits current work amount Work in progress limits current work amount, Buffer defines triggers for planning Planning routines Sprint planning Release/iteration planning, demand planning Planning on demand for new tasks Estimation Backlog and sprint planning Optional Average or no-estimation Performance metrics Burndown, Velocity Cumulative flow diagram, lead time cycle time Average cycle time Continuous improvement Retrospective Optional Kaizen Meetings Sprint planning, daily scrum, sprint review, retrospective Kaizen Daily, on demand planning, kaizen Roles Product owner, Scrum master, team Team leader, team Team leader, team Team members Cross-functional team members Specialized team members Specialization or preference to tasks Task size Should be less than 8 hours to see progress Any size Any size New items during iteration Forbidden in most cases Allowed whenever queue allows it Allowed through buffer swap Ownership Owned by a team Supports multiple teams ownership Supports multiple teams ownership Board Defined/reset each sprint Persistent Persistent Prioritization During backlog and sprint planning Optional Always open Roles Scrum master, product owner, team Not defined, may vary Not defined, may vary Rules Constrained process Only a few constraints, flexible process Slightly constrained process Fit for Enterprise maturity for teams working on product or especially project which is longer than a year Support and maintenance teams, continuous product manufacturing Startups, fast-pace projects, continuous product manufacturing
- 35. THANK YOU www.aboutscrumban.com @Vasiliauskas vidas@eylean.com +370 600 37066
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