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Scrumban

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Scrumban nedir ? Kanban ile olan ilişkisi

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Scrumban

  1. 1. What is Scrumban ? Altuğ B. Altıntaş - @altugaltintas info@agilekanban.istanbul Twitter: @agilekanban 1
  2. 2. 2010 - Toyota Motor Europe 2013 - Accredited Kanban Trainer and Coach info@agilekanban.istanbul Twitter: @agilekanban 2
  3. 3. Basics info@agilekanban.istanbul Twitter: @agilekanban 3
  4. 4. Machine info@agilekanban.istanbul Twitter: @agilekanban 4
  5. 5. MachineGoals info@agilekanban.istanbul Twitter: @agilekanban 5
  6. 6. MachineGoals Outcomes info@agilekanban.istanbul Twitter: @agilekanban 6
  7. 7. MachineGoals Outcomes info@agilekanban.istanbul Twitter: @agilekanban 7
  8. 8. MachineGoals Outcomes Design info@agilekanban.istanbul Twitter: @agilekanban 8
  9. 9. MachineGoals Outcomes Design People info@agilekanban.istanbul Twitter: @agilekanban 9
  10. 10. What is a Problem ? 10
  11. 11. 11
  12. 12. Lean ● Muri (smooth flow) ○ Don’t overload the process ● Mura (no stress) ○ Keep the flow even ● Muda (waste) ○ Remove non value adding activities info@agilekanban.istanbul Twitter: @agilekanban 12
  13. 13. Lean SW development ● Remove waste ● Deliver as fast as possible ● Decide as late as possible ● Empower the team ● Build quality in ● See the whole 13
  14. 14. Agile Manifesto 1. individuals and interactions over processes and tools 2. working software over comprehensive documentation 3. customer collaboration over contract negotiation 4. responding to change over following a plan 14
  15. 15. Agile Reducing Risk info@agilekanban.istanbul Twitter: @agilekanban 15
  16. 16. info@agilekanban.istanbul Twitter: @agilekanban 16
  17. 17. Lean is hard 17
  18. 18. Why Toyota is so successful ? Five “whys” ... 18
  19. 19. Why Toyota is so successful ? JIDOKA 19
  20. 20. Why Toyota is so successful ? Kanban 20
  21. 21. Why Toyota is so successful ? Mike Rother 21
  22. 22. Why Toyota is so successful ? Mike Rother 22
  23. 23. Lean 2.0 = Improvement Kata 23
  24. 24. Lean 2.0 = Toyota Kata = Scientific thinking 24
  25. 25. Kanban Kanban Method info@agilekanban.istanbul Twitter: @agilekanban 25
  26. 26. Kanban Method Management method that provides diagnostic methods so that you to find and apply your own treatment. info@agilekanban.istanbul Twitter: @agilekanban 26
  27. 27. Kanban Method : Service Delivery Principles 1. Understand and focus on the customer’s needs and expectations. 2. Manage the work; let workers self-organize around it. 3. Regularly review the network and its policies to improve outcomes info@agilekanban.istanbul Twitter: @agilekanban 27
  28. 28. Kanban Method: Change Management Principles 1. Start with what you do now. 2. Gain agreement to pursue improvement through evolutionary change. 3. Encourage acts of leadership at all levels. info@agilekanban.istanbul Twitter: @agilekanban 28
  29. 29. Kanban Method: Kanban practices 1. Visualize (the work, workflow and business risks) 2. Limit WIP 3. Manage Flow 4. Make Policies Explicit. 5. Implement Feedback Loops. 6. Improve Collaboratively, Evolve Experimentally (using models & the scientific method) info@agilekanban.istanbul Twitter: @agilekanban 29
  30. 30. info@agilekanban.istanbul Twitter: @agilekanban 30
  31. 31. Scrumban info@agilekanban.istanbul Twitter: @agilekanban 31
  32. 32. info@agilekanban.istanbul Twitter: @agilekanban Posit Science Background Mike Merzenich Posit Science was started by one of the world’s most pre-eminent neuroscientists to apply new discoveries in brain plasticity Dr. Michael Merzenich 32
  33. 33. info@agilekanban.istanbul Twitter: @agilekanban Posit Science Background Effectively Posit Science’s products were computer games which were prescribed like drugs. They exercised and retrained neural pathways in the “patient” who played the game perhaps 15 minutes each day Posit Science has intellectual property providing solutions to brain aging problems such as declining peripheral vision 33
  34. 34. info@agilekanban.istanbul Twitter: @agilekanban Posit Science Background During the “stealth” period it was necessary to develop some discipline in order to complete their new product Scrum was adopted as the development process. Rally Software’s product was adopted as a planning & tracking tool 34
  35. 35. info@agilekanban.istanbul Twitter: @agilekanban Productivity Time 35
  36. 36. info@agilekanban.istanbul Twitter: @agilekanban Posit Science Background Everything worked very well initially. Scrum really helped the firm deliver its early product Meanwhile, the original startup capital was beginning to run out. There was pressure to generate revenue and chase sales 36
  37. 37. info@agilekanban.istanbul Twitter: @agilekanban Productivity Time 37
  38. 38. info@agilekanban.istanbul Twitter: @agilekanban Posit Science Background Customers reported bugs and asked for more features. Senior executives wanted to expand into new product lines & new markets After the new product suite was released, the environment began to change. 38
  39. 39. info@agilekanban.istanbul Twitter: @agilekanban Productivity Time 39
  40. 40. info@agilekanban.istanbul Twitter: @agilekanban Posit Science Background Problems started to develop using Scrum. There was constant pressure to break the boundaries of the sprint and accept late breaking work Agile coaches insisted that the problem was with Posit Science and that they simply weren’t doing Scrum properly 40
  41. 41. info@agilekanban.istanbul Twitter: @agilekanban Productivity Time 41
  42. 42. info@agilekanban.istanbul Twitter: @agilekanban Posit Science Background Posit Science people believed they were reacting to the environment around them and “doing Scrum properly” wasn’t a viable suggestion The project manager began looking for alternatives… 42
  43. 43. info@agilekanban.istanbul Twitter: @agilekanban Kanban was chosen as a way forward A rudimentary version of the STATIK method was used to understand the current situation 43
  44. 44. STATIK(Systems Thinking Approach to Introducing Kanban) 1. Understand what makes the service “fit for purpose” 2. Understand sources of dissatisfaction regarding current delivery 3. Analyze sources of and nature of demand 4. Analyze current delivery capability 5. Model the service delivery workflow 6. Identify & define classes of service 7. Design the Kanban system 8. Socialize info@agilekanban.istanbul Twitter: @agilekanban 44
  45. 45. info@agilekanban.istanbul Twitter: @agilekanban Motivation for Change Customer Dissatisfaction (External) Stories are not being finished Deadlines are being missed Team Frustration (Internal) “Fragmentation” – pulled in many directions, priorities always changing Task-based estimates – inaccurate, too much effort to produce 45
  46. 46. info@agilekanban.istanbul Twitter: @agilekanban Full Kanban implementation met with resistance People resisted the suggestion to implement a pull system and eliminate sprints A simple proto-Kanban system was agreed There was motivation to relieve the developers of what they felt was an overburdened, abusive environment. 46
  47. 47. info@agilekanban.istanbul Twitter: @agilekanban 47
  48. 48. info@agilekanban.istanbul Twitter: @agilekanban Sunk Cost Fallacy Effect 48
  49. 49. info@agilekanban.istanbul Twitter: @agilekanban Initial “Kanban” adoption – October 2008 BEFORE AFTER Iterations ✓ ✓ Scrum Master, PO ✓ ✓ Sprint planning ✓ ✓ Daily Standup Meeting ✓ ✓ Product Owner accepts ✓ ✓ Demo ✓ ✓ Retrospective ✓ ✓ Estimation ✓ By TASK ✓ By User Story (T-shirt sized) Other Per Person WIP LIMIT 49
  50. 50. info@agilekanban.istanbul Twitter: @agilekanban O P R N M L J Initial Proto-Kanban Board Done F H E C A I Pending G D GY PB DE MN AB Dev/Build/ Test/Deploy Sprint Backlog GY GY PB PB MN MN DE DE AB AB K Bench Specify B Backlog User Stories 3 items per person WIP limit was adopted. Collaboration on items is encouraged A proto-Kanban board was developed based on the existing Scrum board 50
  51. 51. info@agilekanban.istanbul Twitter: @agilekanban After 6 Months of Proto-Kanban… Proto-Kanban didn’t resolve many problems other than providing some relief from overburdening but it gave the team a rich language for expressing their frustrations Six to Nine months of proto-Kanban engaged people emotionally and motivated them for the next level of change 51
  52. 52. info@agilekanban.istanbul Twitter: @agilekanban Continued Frustration & Dissatisfaction Customer Dissatisfaction (External) Too Busy to discuss new work Stories are not being finished Deadlines are being missed Team Frustration (Internal) Too much context switching! Too much work in progress! Planning is disruptive and cumbersome Uneven workflow for Clinical Testing Massive workload at start of each sprint for developers Priorities from stakeholders are unclear and shifting Product Owner isn’t accepting completed stories 52
  53. 53. info@agilekanban.istanbul Twitter: @agilekanban Goals of new “flow” system Goals Reduce context switching Reduce work in progress Steadier workflow for QA & Deploy Reduce massive workload at start of each sprint (achieve balance) Clearer priorities from stakeholders 53
  54. 54. info@agilekanban.istanbul Twitter: @agilekanban Transition to “flow” – August 2009 BEFORE AFTER Iterations ✓ ✕ Flow & SLA Scrum Master, PO ✓ ✓ Sprint planning ✓ ✕ Triggered, per feature Daily Standup Meeting ✓ ✓ Product Owner accepts ✓ ✓ Demo ✓ ✓ Calendar Retrospective ✓ ✓ Calendar Estimation ✓ By Story ✓ By Feature per SLA Other More detailed workflow Other Per Person WIP LIMIT 54
  55. 55. info@agilekanban.istanbul Twitter: @agilekanban Board 55
  56. 56. info@agilekanban.istanbul Twitter: @agilekanban Board 56
  57. 57. info@agilekanban.istanbul Twitter: @agilekanban Transition to “flow” – August 2009 BEFORE AFTER Iterations ✓ ✕ Flow & SLA Scrum Master, PO ✓ ✓ Sprint planning ✓ ✕ Triggered, per feature Daily Standup Meeting ✓ ✓ Product Owner accepts ✓ ✓ Demo ✓ ✓ Calendar Retrospective ✓ ✓ Calendar Estimation ✓ By Story ✓ By Feature per SLA Other More detailed workflow Other Per Person WIP LIMIT 57
  58. 58. info@agilekanban.istanbul Twitter: @agilekanban 58
  59. 59. info@agilekanban.istanbul Twitter: @agilekanban 59
  60. 60. Altuğ B. Altıntaş | altug@agilekanban.istanbul Follow procedure & improve Panic & RegressOrganizational Maturity Model 60
  61. 61. Thank You ! Altuğ B. Altıntaş - @altugaltintas info@agilekanban.istanbul Twitter: @agilekanban 61

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