1.
Scrum & Kanban – Getting
the Most From Each
@MichaelSahota

2.
About Michael
STRATEGIC
PLAY®
!

3.
The Big Picture
@MichaelSahota

4.
Agile processes come in different
flavours
Lean
Agile
(XP)Extreme
Programming
Crystal
Clear
RUP
IID
Scrum, BUT…
Kanban
Scrum

5.
2013 State of Scrum Report

6.
Prescriptive vs Adaptive
processes
More prescriptive More adaptive
XP
(13)
Scrum
(9)
Kanban
(3)
Do
Whatever
(0)
RUP
(120+)
• Architecture Reviewer
• Business Designer
• Business-Model Reviewer
• Business-Process Analyst
• Capsule Designer
• Change Control Manager
• Code Reviewer
• Configuration Manager
• Course Developer
• Database Designer
• Deployment Manager
• Design Reviewer
• Designer
• Graphic Artist
• Implementer
• Integrator
• Process Engineer
• Project Manager
• Project Reviewer
• Requirements Reviewer
• Requirements Specifier
• Software Architect
• Stakeholder
• System Administrator
• System Analyst
• Technical Writer
• Test Analyst
• Test Designer
• Test Manager
• Tester
• Tool Specialist
• User-Interface Designer
• Architectural analysis
• Assess Viability of architectural
proof-of-concept
• Capsule design
• Class design
• Construct architectural proof-of-
concept
• Database design
• Describe distribution
• Describe the run-time
architecture
• Design test packages and
classes
• Develop design guidelines
• Develop programming
guidelines
• Identify design elements
• Identify design mechanisms
• Incorporate design elements
• Prioritize use cases
• Review the architecture
• Review the design
• Structure the implementation
model
• Subsystem design
• Use-case analysis
• Use-case design
• Analysis model
• Architectural proof-of-concept
• Bill of materials
• Business architecture
document
• Business case
• Business glossary
• Business modeling guidelines
• Business object model
• Business rules
• Business use case
• Whole team
• Coding standard
• TDD
• Collective ownership
• Customer tests
• Pair programming
• Refactoring
• Planning game
• Continuous integration
• Simple design
• Sustainable pace
• Metaphor
• Small releases
• Scrum Master
• Product Owner
• Team
• Sprint planning
meeting
• Daily Scrum
• Sprint review
• Product backlogt
• Sprint backlog
• BUrndown chart
• Visualize the workflow
• Limit WIP
• Measure and optimize lead
time
Do not develop an attachment
to any one weapon
or any one school of fighting
Miyamoto Musashi
17th century
samurai
• Business use case realization
• Business use-case model
• Business vision
• Change request
• Configuration audit findings
• Configuration management
plan
• Data model
• Deployment model
• Deployment plan
• Design guidelines
• Design model
• Development case
• Development-organization
assessment
• End-user support mateirla
• Glossary
• Implementation model
• Installation artifacts
• Integration build plan
• Issues list
• Iteration assessment
• Iteration plan
• Manual styleguide
• Programming guidelines
• Quality assurance plan
• Reference architecture
• Release notes
• Requirements attributes
• Requirements
management plan
• Review record
• Risk list
• Risk management plan
• Software architecture
document
• Software development
plan
• Software requirements
specification
• Stakeholder requests
• Status assessment
• Supplementary business
specification
• Supplementary specification
• Target organization
assessment
• Test automation architecture
• Test cases
• Test environment configuration
• Test evaluation summary
• Test guidelines
• Test ideas list
• Test interface specification
• Test plan
• Test suite
• Tool guidelines
• Training materials
• Use case model
• Use case package
• Use-case modeling guidelines
• Use-case realization
• Use-case storyboard
• User-interface guidelines
• User-interface prototype
• Vision
• Work order
• Workload analysis model
Henrik Kniberg

7.
Agile/Scrum Process
@MichaelSahota
Framework

8.
Kanban Toolkit
@MichaelSahota

9.
Kanban Toolkit: Evolve Your Process
1. Visualize Work
2. Add Metrics
3. Make Improvements

10.
Visualize Work

11.
Visualize Work Across Specializations

12.
Establish WIP Limits

13.
One day in Kanban land
Henrik Kniberg http://blog.crisp.se/author/henrikkniberg

14.
Scenario 1 – one piece flow
Next Dev
Backlog 3 2 In production :o)
Done
Ongoing
B
C
A
D
E
G
F
H I
J L
M K
Henrik Kniberg 15

15.
Scenario 1 – one piece flow
Next Dev
Backlog 3 2 In production :o)
Done
Ongoing
A
C B
D
E
G
F
H I
J L
M K
Henrik Kniberg 16

16.
Scenario 1 – one piece flow
Next Dev
Backlog 3 2 In production :o)
Done
Ongoing
C B
G
Henrik Kniberg 17
A
D
E
F
H I
J L
M K

17.
Scenario 1 – one piece flow
Next Dev
Backlog 3 2 In production :o)
Done
Ongoing
C A
D
G
Henrik Kniberg 18
B
E
F
H I
J L
M K

18.
Scenario 1 – one piece flow.
Next Dev
Backlog 3 2 In production :o)
Done
Ongoing
G
Henrik Kniberg 19
C A
B
D
E
F
H I
J L
M K

19.
Scenario 2 – Deployment problem
Next Dev
Backlog 3 2 In production :o)
Done
Ongoing
B
C
A
D
PO
E
G
F
H I
J L
M K
Henrik Kniberg 20

20.
Scenario 2 – Deployment problem
Next Dev
Backlog 3 2 In production :o)
Done
Ongoing
A
PO
C B
D
E
G
F
H I
J L
M K
Henrik Kniberg 21

21.
Scenario 2 – Deployment problem
Next Dev
Backlog 3 2 In production :o)
Done
Ongoing
C A
D
G
Henrik Kniberg 22
B
E
F
H I
J L
M K
PO

22.
Scenario 2 – Deployment problem
Next Dev
Backlog 3 2 In production :o)
Done
Ongoing
G
Henrik Kniberg 23
C A
B
D
E
F
H I
J L
M K
PO

23.
Scenario 2 – Deployment problem
Next Dev
Backlog 3 2 In production :o)
Done
Ongoing
G
PO
Henrik Kniberg 24
C A
B
D
F
H I
J L
M K
!?
E

24.
Scenario 2 – Deployment problem
Next Dev
Backlog 3 2 In production :o)
Done
Ongoing
G
Henrik Kniberg 25
A
B
C
D
F E
H I
J L
M K
!?
PO

25.
Scenario 2 – Deployment problem
Next Dev
Backlog 3 2 In production :o)
Done
Ongoing
G
Henrik Kniberg 26
A
B
C
D
F E
H I
J L
M K
PO

26.
Scenario 2 – Deployment problem
Next Dev
Backlog 3 2 In production :o)
Done
Ongoing
G
Henrik Kniberg 27
A
B
D
F E
H I
J L
M K
C
PO

27.
Scenario 2 – Deployment problem
Next Dev
Backlog 3 2 In production :o)
Done
Ongoing
G
Henrik Kniberg 28
D A
B
E F
H I
J L
M K
C
PO

28.
Kanban Board

29.
Collect key metrics on card

30.
Scientific Kanban

31.
Agile Kanban

32.
What Fits with Kanban?

33.
Culture and Why it Matters
@MichaelSahota

34.
Agile Fails Due to Culture
Sources: Multiple Workshops with 100’s of participants; Version One Survey
http://agilitrix.com/2012/08/agile-2012-workshop-results/

35.
Copyright VersionOne 2010

36.
http://www.flickr.com/photos/tza/3214197147

37.
Most Value Comes from Mindset/Culture, not Practices
~20%