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An Unexpected Journey: Improving a Scrum Implementation With Kanban

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Over the last five years, Scrum has made significant advances and is now the best-known and most popular Agile framework by a wide margin. However, in recent years Kanban has emerged as an alternative to Scrum. Many companies are attracted to Kanban due to the promise of a flatter learning curve, easier adoption, and wider applicability beyond just IT to other parts of the company. But – is Kanban really an alternative to Scrum? And what is Scrumban, anyway? This talk describes our experiences transforming a mission-critical criminal justice program for the Federal Government from waterfall to Scrum, and how the Kanban Method has given us the tools to address some significant challenges to our Scrum implementation. This talk should help you answer some important questions such as:
• Within the Agile framework what exactly is Scrum, Kanban and Scrumban? What are the similarities and differences?
• What criteria should be used to choose an Agile method?
• How do we get started?
• If we run into obstacles, what techniques can we apply to help move forward?
• Why should I consider a physical board if I already have a tool?
• I know about visual boards, so does that mean I already know Kanban?

Published in: Software
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An Unexpected Journey: Improving a Scrum Implementation With Kanban

  1. 1. Craeg Strong CTO, Ariel Partners July 8, 2015 New York, NY   An  Unexpected  Journey:   Improving  A  Scrum     Implementa9on  With  Kanban     ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     1  
  2. 2. Software Development since 1988 Large Commercial & Government Projects Agile Coach / Kanban Trainer Performance & Scalability Architect Apache Ant Open-Source Contributor New York & Washington DC Area CTO,  Ariel  Partners     AKT,  CSM,  CSP,  CSD,  CSPO,  PSM,     PMI-­‐ACP,  PMP,  SAFe  Agilist     www.arielpartners.com   cstrong@arielpartners.com   @ckstrong1   Craeg  Strong   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394    
  3. 3. Criminal  JusPce  Project   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394    
  4. 4. “Permission Giving” Events Why  Agile/Scrum?   BASE  YEAR     8/29/2012  –  8/28/2013   2013 2014 20152012 OPTION  YEAR  1   8/29/2013  –  8/28/2014   .  .  .   Recent  Successes   Federal  AcquisiPon   RegulaPons   Contract Type Firm Fixed Price High  Risk   Process  Flexibility  
  5. 5. Change  Control   Board  MeePng   From  TradiPonal  Waterfall…   M5   M6   M7   M8   M9   M10   M11   M12   Year One M1   M2   M3   M4   Year Two M1   M2   M3   M4   Require-­‐   ments   Design   Code  And  Unit  Test  (CUT)   System   Test   GAT   UAT   PRR   PDR   CDR   TRR   TRR   OAR  
  6. 6. To……  Scrum!   Release Month 2 Month 3 Month 4 Month 5 Month 6Month 1 Sprint  1   Product   Backlog     Sprint   Backlog   Release   Backlog     Sprint  2   Sprint  3   Sprint  4   Sprint  5   Sprint  6   Sprint   Backlog   Sprint   Backlog   Sprint   Backlog   Sprint   Backlog   Sprint   Backlog   Sprint  Planning     System  TesPng     Government    Acceptance  TesPng   Release   Planning   RetrospecPve     CCB       Change  Control   Board  MeePng  
  7. 7. Capturing  The  Work  User  Stories   Change Requests Better Usability, Improved DNA Matching Algorthms Problem Reports Defects We Inherited, Latent Defects Infrastructure Test Automation Frameworks, Custom Scrum Templates, Test Data Generation Documentation Design Documents, On-Line Help, CBT Over   head   Bugs New feature fails a test Administrative Tasks Onboard new staff member, Re-cable blade server, reconfigure SharePoint Our Initial Set Of Work Item Types
  8. 8. First  Step:  Per-­‐Person  Task  Boards  
  9. 9. Problem:   Too  Much  MulPtasking   ©  Copyright  Ariel  Partners  2014                                  *sales@arielpartners.com    ((646)  467-­‐7394     9  
  10. 10. Problem:     DocumentaPon  Delivered  Late   141   49%   76   26%   23   8%   11   4%   37   13%   Delivered  On  Time   Delivered  <  10  Days  Late   Delivered  10-­‐20  Days  Late   Delivered  21-­‐29  Days  Late   Delivered  ≥  30  Days  Late   0   5   10   15   20   25   30   Jan   Feb   Mar   Apr   3  or  more   2nd  Rework   Rework   Accepted   ©  Copyright  Ariel  Partners  2014                                  *sales@arielpartners.com    ((646)  467-­‐7394     10  
  11. 11. Problem:     Not  Finishing  User  Stories   0   5   10   15   20   25   Sprint  5:  User  Story  Comple9on  Curve   Testers   WaiPng  For   Code   Limited  Time   For  TesPng  
  12. 12. Step  Two:     Scrum  By  User  Story  
  13. 13. Better coordination, fewer unfinished User Stories But, in the end, all the same problems…. ….plus another problem Results?   Really. Long. Scrums.
  14. 14. New  Items  Added  During  Sprint   Release Month 2Month 1 Sprint  1   Product   Backlog     Sprint   Backlog   Release   Backlog     Sprint  2   Sprint   Backlog   Change  Control   Board  MeePng   Influx  of   Expedited   Items   Expectation q  Too Many Work Items q  Recurring Need For Estimates q  Constant Interruptions Reality
  15. 15. Bursty  DocumentaPon  Requirements     Sprint   TesPng     DocumentaPon   End-­‐User     Procurement  Guidance   Release   Design  &  Technical    DocumentaPon   Sprint   Sprint  Sprint   Sprint   Sprint   TesPng     DocumentaPon   TesPng     DocumentaPon   TesPng     DocumentaPon   TesPng     DocumentaPon   Design  &  Technical    DocumentaPon   Design  &  Technical    DocumentaPon   Training   DocumentaPon   Training   DocumentaPon   Training   DocumentaPon   Training   DocumentaPon   Training   DocumentaPon   Training   DocumentaPon   Training   DocumentaPon   Training   DocumentaPon   Training   DocumentaPon   Design  &  Technical    DocumentaPon   Design  &  Technical    DocumentaPon   Design  &  Technical    DocumentaPon  
  16. 16. ? (Dark Matter) Why  Were  We  Always  So  Busy? Work  Item  Type   Class  Of  Service   Business  User  Story   Standard   Infrastructure  User  Story   Standard   Tier  III  EscalaPon   Expedited   ProducPon  Script   Fixed  Date   Hot  Fix   Expedited   Escaped  Defect   Expedited   DocumentaPon  Deliverable   Fixed  Date   DocumentaPon  Rework   Expedited   Technical  Chore   Intangible   Kanban gives us the analytical tools to understand these work items better and to see why they have been disrupting the smooth delivery of value ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394    
  17. 17. Our  First  Physical  Board  
  18. 18. Proto-­‐Kanban  Board   18   Business   Infrastructure  
  19. 19. Next  Step:  Work  Item  Types,     Progress  Bar   Business   Infrastructure   DocumentaPon   Escaped  Defect   Hot  Fix   EsPmate   Blocked  
  20. 20. Second  Step:     Modeling  The  Workflow  
  21. 21. Recapping  Our  Journey   ©  Copyright  Ariel  Partners  2014                                  *sales@arielpartners.com    ((646)  467-­‐7394     21   q Started With Scrum q Ran Into Challenges q Gradually Adopting Kanban Ideas q Utilizing STATIK q Not Using the “K” Word q Process Will Continue To Evolve
  22. 22. Choosing  A  Methodology   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     0%   10%   20%   30%   40%   50%   60%   *According to VersionOne
  23. 23. When  Not  To  Use  Scrum   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Scrum Kanban   Awareness  &   Precedent   Awareness,  Acceptance,  or   OrganizaPonal  Precedent     No  Experience  With  Agile,  or   Previous  NegaPve   Experience   Nature  of  the  Work   Best  for  Development  or   “Disciplined  O&M”   O&M  or  Development  plus   O&M   Stakeholder   Availability   Time-­‐Boxed  IteraPons   provide  Convenient  Planning   Horizon  for  Stakeholders   Stakeholders  cannot  commit   to  fixed  Pme-­‐frames,  or  can   engage  more  frequently   External  Dependencies   Effort  fairly  self-­‐contained,   Cross-­‐FuncPonal  team   Lots  of  dependencies  on   external  teams   Openness  to  Change   Need  or  Want  Clean  Break   from  past:  RevoluPon   EvoluPonary  approach  is   necessary   Team  Preferences  &   Maturity   Ceremonies,  Time-­‐Box   Desirable   Escape  “Tyranny  of  the  Time-­‐ Box,”  Lengthy  Planning   MeePngs  
  24. 24. What  If  You  Are  Kind  Of  In  The  Middle?   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Scrum Kanban   Awareness  &   Precedent   Awareness,  Acceptance,  or   OrganizaPonal  Precedent     No  Experience  With  Agile,  or   Previous  NegaPve   Experience   Nature  of  the  Work   Best  for  Development  or   “Disciplined  O&M”   O&M  or  Development  plus   O&M   Stakeholder   Availability   Time-­‐Boxed  IteraPons   provide  Convenient  Planning   Horizon  for  Stakeholders   Stakeholders  cannot  commit   to  fixed  Pme-­‐frames,  or  can   engage  more  frequently   External  Dependencies   Effort  fairly  self-­‐contained,   Cross-­‐FuncPonal  team   Lots  of  dependencies  on   external  teams   Openness  to  Change   Need  or  Want  Clean  Break   from  past:  RevoluPon   EvoluPonary  approach  is   necessary   Team  Preferences  &   Maturity   Ceremonies,  Time-­‐Box   Desirable   Escape  “Tyranny  of  the  Time-­‐ Box,”  Lengthy  Planning   MeePngs  
  25. 25. Consider  Scrumban   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Adopting Scrum To  facilitate  adopPon  of  Scrum,  starPng  from   wherever  you  are  right  now   Demand  Analysis,  Workflow  Analysis   Amplifying Scrum Help  idenPfy,  implement,  and  measure   improvements  for  an  exisPng  Scrum  team   WIP  limits,  Lead  Time  Metrics   Scaling Scrum To  facilitate  inter-­‐team  planning  and   communicaPon   Visualize  and  manage  dependencies  via  Kanban  boards,   PorColio  Kanban   Using the Kanban Method for…
  26. 26. Summary:  Choosing  A  Methodology   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     Pick Best-Fit For Situation q Learn Both Kanban and Scrum q Full-Time Coach q Up-Front Training “Agile Bootcamp” q Learning Kanban Makes You Better At Scrum
  27. 27. QuesPons?   ©  Copyright  Ariel  Partners  2015                                  *sales@arielpartners.com    ((646)  467-­‐7394     We  are  available  for  consulPng  or  Agile  coaching   We  love  to  compare  notes  and  talk  shop!   Ariel  Partners   (646)  467-­‐7394   sales@arielpartners.com   www.arielpartners.com   @arielpartners     Thank  You!  

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