This document discusses challenges with IT service management and approaches for change. It suggests that while many frameworks like Scrum, Kanban, and Lean exist, combining elements from different approaches may be most effective. The document outlines similarities and differences between Scrum and Kanban, and how aspects of each like limiting work-in-progress, feedback loops, and visibility can enable change. It advocates for frequent merging and automation to continuously deliver value.

1. Prisoners of Process -
Rethinking
Management and
Change in IT Services
Avinash Rao
Jayathirtha Rao

2. Do not develop an attachment to any one weapon or any
one school of fighting
- Miyamoto Mushashi
Efficiency Effectiveness

3. AGILE
XP
LEAN
KANBAN SIX SIGMA
… and what we practice

4. IS IT EVEN POSSIBLE?
“ I AM AN ARTIST!”
Statement of
Identity
“I DELIVER ON TIME,
EVERY TIME”
Statement of
Activity
… and the twain shall never meet?

5. MORE
PRESCRIPTIVE
MORE
ADAPTIVE
RUP
120
XP
13
SCRUM
9
KANBAN
3
DO
WHATEVER
0
NOT TOO
FAR OFF

6. At its core …

7. PROBLEMS
SCHOOLBOY
AVERAGING
1 DAY RULE

8. SCRUM KANBAN/LEAN
ENABLERS
FEEDBACK

9. LATE BINDING OF
TASKS
LIMITING WIP
BIG VISIBLE
CHARTS

11. SCRUM KANBAN
Sprint planning
Retrospective
Demos
Blockers
Backlog updates
Retrospective
Demos
Blockers
Scrum of Scrums
Common Schedule
Common Schedule
Daily Standup
Backlog Grooming
Backlog Sync

12. PERSPECTIVES
Releases
Scoping
Learning

13. SYNC on DATES
Common Start/End Dates
RELEASE
LEG 1
LEG 1
LEG 2
LEG 3

14. MERGE
FREQUENTLY
AUTOMATE
TESTS
AUTOMATE
MERGES
RUN TESTS
WITH BUILD
OTHER ENABLERS – FOLLOWS THE AGILE PRINCIPLES

15. QUESTIONS