Kanban and Scrum are both agile project management tools but differ in their level of prescription and adaptability. Kanban is more adaptive with fewer rules, using a visual board to limit work-in-progress and optimize flow. Scrum is more prescriptive, requiring fixed iterations and roles like Product Owner and Scrum Master. Both aim to deliver value continuously but Kanban allows more flexibility while Scrum provides more structure.

1. Kanban
concepts

2. Project types
 Traditional Projects
 Documentation is primordial
 Formal methodology, rigid
 Agile Projects
 The most primordial is the product, over documentation
 Adaptative methodology to the project

3.  Kanban is an application of Lean Toyota to new technologies and IT
projects in particular.

4.  Kanban is based in a very simple idea: the work in progress, (or WIP) will be
limited, and we only must begin with something new (a new task), when
the previous task has been passed back to another of production chain
 This not sound very revolutionary, nor look that it will affect in performance
deeply, culture, capacity and computer maturity and around the
organization , but, incredibly it does!
 Kanban introduce a little change around the organization, but it change all
aspects of organization.

5.  It is not a process of software development or project management.
Kanban is an approach to introducing changes in the life cycle of software
development or management methodology existing projects.
 The principle of Kanban is that you will start with whatever you're doing right
now. You understand your current process by conducting a stream value
map and then it remember the limits of work in progress (WIP) for each
phase of the process. Then you start work flowing through the system
starting it ("pull") when they are generating the Kanban signals.
 That is, you begin creating your natural flow in your business, then you
assign your resources through your workflow, exactly as you are working
now, and later you can introduce your changes, scheduler resources, etc if
necessary..

6.  Kanban being introduced as part of Lean initiatives to transform the culture
of organizations and encourage continuous improvement.
 Since the WIP is limited to a Kanban system, anything that is blocked for any
reason tends to clog the system. But with Kanban is highly visible, and
relatively easy to detect.

7.  Kanban usa un mecanismo de control visual para hacer seguimiento del
trabajo conforme este viaja a través del flujo de valor. Típicamente, se usa
un panel o pizarra con notas adhesivas o un panel electrónico de tarjetas.
 Kanban expone los cuellos de botella, colas, variabilidad y desperdicios.
Todas las cosas que impactan al rendimiento de la organización en
términos de la cantidad de trabajo entregado y el ciclo de tiempo
requerido para entregarlo. Kanban proporciona a los miembros del equipo
y a las partes interesadas visibilidad sobre los efectos de sus acciones

8.  The visibility of bottlenecks, waste of time and variability and its impact also
promotes discussion on possible improvements, and teams quickly begin to
implement improvements in the process
 Kanban encourages incremental evolution of existing processes, an
evolution that is generally aligned with the values of Agile and Lean
methods. Kanban does not ask for a radical revolution in the way people
work, but suggests a gradual change.
 It is a change that comes from understanding and consensus among all
workers and collaborators

9. Working with boards
 Visual management practices with kanban are useful for:
 Trace the management of proceedings and maintain the flow of execution.
 Radiate information.
 A kanban board can be used with one of these purposes, or both at once,
but in reality if used to maintain the flow of work, always with the displaying
information work in progress (WIP)

10. kanban to trace the flow Management and
Maintain
 Kanban as a tool for managing the project also provides information,
guidelines for controlling the forward flow of tasks.
 Monitoring and regulating the flow and the workload
 The position of each card on the board reflects the state in which the
corresponding work is The basic states that are usually represented in a
kanban board are “Pending", “In Progress" and “Finished".

12.  In some cases it may be desirable to mark sub states (eg: Tested,
Validated). The order of business from the "pending" area, as shown in the
start sequence of tasks according to their priorities.
 The monitored works can be the size of tasks, user stories (UML) according
to the use you are interested on each board.
 What is important is that it carries information problems to the surface
 Conflicts in the prioritization of work, problems in the flow impairments or
workloads, development incidents, etc. are reflected immediately in the
continuous update on the State Board of Work.

13.  Provides a steady pace and avoid Parkinson's Law
 Generates a continuous advancement of work whose rhythm is marked by a
temporal planning: Gantt or Sprint (iterative increase).
 The absence of temporal landmarks avoids the common tendency to extend
working time to complete the estimated time (Parkinson's Law).
 Work expands to fill the time than anticipated (Parkinson's Law).
 Moreover, the absence of temporal landmarks, without monitoring and
management techniques generate progress elongation times and delays
procrastination (habit of delaying activities or situations that must be addressed,
replacing them with irrelevant or pleasant situations) and perfectionism.
 Agile processes promote sustainable development. The promoters, developers and
users must be able to maintain a constant rhythm indefinitely. (Principle of the Agile
Manifesto)

14.  Facilitates continuous increase
 In response thus essential to agile principle: Frequent delivering value. Tasks
are completed with a steady pace and continuously, and user stories that
are added to the product, providing a continuous increase in value
according to business priorities set by the product owner.

15. Radiator of information.
 Agile principles that can give adequate support were using kanban in its
dimension of "information radiator" are:
 Promotes direct communication
 It facilitates direct communication of the team to update the information in front
of a board meeting kanban.
 Share the visibility of project progress among all involved.
 Early detection of problems
 Kanban continuously monitors the progress of the project. Updating information
just-in-time, helps to identify at first possible impediments, problems and risks,
which otherwise pass unnoticed until they begin to produce delays or
implications already inevitable.
 Promotes a culture of collaboration and resolution.
 It is a means of communication open and transparent for the team and all
participants.

16. Sequence and versatility
 When designing the structure and operation of a kanban board suitable for
a certain environment, there are two variables that environment to which
must respond:
 Sequence (the work).
 Versatility (of people).

17. Sequence
 Do the works reflected in the board cards have to run at a certain or may
be performed in any order order.?
 Not the same design a board for the team of developers of a system, for
the maintenance of the computer systems of a company. For the first work
should be done in a certain order of sequence. For example, it is not
possible to test whether the task has not been done before the
programming. However, the following could be the work of a maintenance
team, "installing new printer on the management team" "operating system
upgrade on the web server", etc. Such tasks can be performed in any
order. There is a dependency relationship between them so that they can
not perform if the other is not complete.

18. Versatility
 Is a multi-specialist or team? Why the type of work and the profile of the
team, any member can perform any task?
 Following the above examples, it is possible that the maintenance team a
person can either install a printer, or an operating system; or you may not:
you have technical hardware and software technicians. Similarly a
programming project specific tasks may include graphic design,
programming or integration testing, etc that can perform only certain team
members.

19. SCRUM (in Summary)
 Split your organization .- small, interdisciplinary and self-organizing teams.
 .- split the work into a list of small, concrete deliverables. Sort the list by
priority and estimate the relative effort of each item.
 .- Divides time into fixed-length short iterations (usually 1 to 4 weeks), with
demonstrated potentially releasable code and after each iteration.

20. Division of tasks and allocation of these
in Sprints

21.  Optimize scheduling .- and updated priorities in collaboration with client,
based on knowledge gained by inspecting the deliverable after each
iteration.
 Streamlines the process .- having a retrospective after each iteration.
 So instead of a large group spending a lot of time building something
great, we have a smaller equipment having a shorter time building
something smaller. But integrating regularly to see the whole

22. Kanban in a nutshell
 Display workflow
 split the work into blocks, write each item on a card and put it on the wall.
 Use named columns to illustrate where each element in the workflow.
 Limit WIP ((Work in Progress, WIP) - assign specific to how many items may
be in progress at each workflow state boundaries.
 Measure the lead time (average time to complete one item, sometimes
called "cycle time"), streamlines the process for the lead time as small and
predictable as possible.

24. SCRUM & Kanban as tools in the
process
 Tool = anything used as a means to accomplish a task or purpose
 Process = the way you work.
 Scrum and Kanban are process tools that help you work more efficiently, to
some extent, telling you what to do.
 Java is also a tool, provides a simple way to program a computer.

25.  We can compare tools by seeing how many rules provide.
 I prescriptive .- means "more rules to follow" and
 Adaptive means "fewer rules to follow".
 100% prescriptive means you do not let you use your brain, there is a rule for
everything. 100% adaptive means Do Whatever, there is no rule or
restriction.
 The two ends of the scale are somewhat like silly

26. Kanban
 Less Scrum rules to Follow
 It is therefore more adaptive
 It is less prescriptive
 Suitable for certain types of projects
 But especially bad for others.

27. Scrum
 More Rules to Follow that Kanban
 It is therefore more prescriptive
 Is less adaptive
 Suitable for certain types of projects
 But potentially bad for others.

37. SCRUM XP
It is an agile development methodology
based on project management
It is a development methodology that is
more focused on programming or product
creation
Each member of the team works
individually.
Team members programmed in pairs.
Delivery iterations are 1 to 4 weeks Delivery iterations are 1 to 3 weeks
At the end of a sprint, Sprint Backlog tasks
have been completed and the Product
Owner (Product Owner) has shown its
agreement not retouched. If it works and is
well, it is already away otherwise.
The tasks will ending although they are
likely to be modified during the course of
the project, even after functioning.
Try to follow the priorities that marks the
Sprint Backlog Product Owneren but you
can change if it is better for the
development of the tasks.
The development team strictly follows the
order of priority of the tasks defined by the
customer.

39. Kanban
 Oriented workflow or Work In Progress (WIP)
 Kanban has proven useful in computers that perform Agile software
development, but are also gaining strength in equipment using more
traditional methods. Kanban being introduced as part of Lean initiatives to
transform the culture of organizations and encourage continuous
improvement.

40.  Since the WIP is limited to a Kanban system, anything that is blocked for any
reason tends to clog the system. If a sufficient number of elements block
the whole process is to dry. This has the effect of the whole team and
organization focused on solving the problem, unblocking these elements to
allow the reestablishment of the production flow.
 Kanban uses a visual control mechanism to monitor the work as it travels
through the value stream. Typically, a panel or blackboard with sticky notes
or electronic panel card is used.

41.  Kanban provides team members and stakeholders visibility into the effects
of their actions (or inaction). Thus, cases of preliminary studies are showing
that Kanban changes behavior and motivates greater collaboration at
work. The visibility of bottlenecks, waste and variability and its impact also
promotes discussion on possible improvements, and equipment quickly
begin to implement improvements in the process.

42.  Kanban promotes the incremental evolution of existing processes, an
evolution that is generally aligned with the values of Agile and Lean.
 Kanban does not ask for a radical revolution in the way people work, but
suggests a gradual change. It is a change that comes from understanding
and consensus among all workers and colleagues.

43.  One last comment about Kanban is that the effect of limiting WIP provides
predictability of cycle time and makes deliverables more reliable.
 The strategy of "stop the process" to impediments and bugs also appears to
promote high levels of quality and a rapid decrease in rework.

44.  Scrum prescribes 3 roles: Product Owner (sets product vision and priorities),
Team (implements the product) and Scrum Master (removes impediments
and provides leadership in the process).
 Kanban provides no role at all.
 That does not mean you can not or you should not have a product owner
role in Kanban! It just means you do not have to. In both Scrum and
Kanban, you are free to add additional roles as you need. Only Scrum
indicates that at least these three must exist.

45.  In Kanban no fixed time iterations are prescribed. You can choose when to
do planning, process improvement, and delivery.
 You can choose to do these activities on a regular basis ("delivery every
Monday") or on demand (“Whenever we have something useful to deliver
delivery").
 Kanban limits WIP per workflow state, Scrum limits WIP per iteration

46.  Most Scrum teams eventually learn that it's a bad idea to have too many
items in progress, and develop a culture of trying to have current items
completed before starting new items.
 Some even decide to explicitly limit the number of items allowed in the
current column.
 When this occurs, the Scrum board has become a Kanban board!

47. Thank for your attention