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Agile Scrum Lean & Kanban explained in a flash
1. Agile, Scrum, Lean & Kanban in a flash
Andrew Rusling
Agile Coach
@andrewrusling
2. Contents
1. agile for software development
2. Scrum
3. agile outside of software development
4. Lean
5. Kanban
2
3. Competencies to be gained
By the end of this session, I am hopeful that you will be able to:
1. Summarise agile
2. Summarise Scrum
3. Summarise Lean
4. Summarise Kanban
5. List some business applicable, agile practices
6. Summarise how Lean helps us to deliver more value
7. Summarise how Kanban can help business teams
3
5. A brief history of agile 5
Waterfall
‘New New
Product
Development
Game’
published
Rate of
business
change
accelerates
90’s
Light weight
methodologies
arise
Scrum
agile
1970
80’s
1996
1986 1993 2001
XP
6. Agile value proposition 6
Risk Business Value
Adaptability Visibility
Time
Time
Time
Time
Traditional Development Agile Development
7. agile Manifesto value statement
Process and tools
Individuals and
interactions
over
Comprehensive
documentation
Following a plan
product
Working software over
Responding to
change
over
Contract negotiation
Customer
collaboration
over
Full Manifesto: http://agilemanifesto.org/
8. You can’t ‘do’ agile
• It is a set of Values & Principles
• No clear path to success
• New practices and processes are needed
• Many people learn by doing
• Enter the agile methodologies
8
14. Common views of the IT Department 14
Slow
Unreliable Costly
Difficult
Unresponsive
Belligerent
Inhibitors
Painful
15. Pre-agile, those words were all applicable 15
Idea
Initiate &
Resource
Decide
what to
build
Build it TIeTst it Release Feedback
16. Agile has shifted the bottleneck 16
Initiate &
Resource
Product
Idea Decide, Build, Test & Release it Feedback
Management
IT
Product
Management
PMO
Product
Management
HR
Finance
17. Expanding agile outside of IT 17
IT
PMO
Product
Management
HR
Finance
Executive
Sales
Marketing
Agile
18. Top agile techniques for business
Empowerment
• Visualise work
• Daily Standup
• Prioritise as a
Team
Regular Events
• Retrospectives
• Reviews
Roles
• Product Owner
• Coach
Other
• Time-boxing
• Pomodoro
• Visible
Outcomes
18
25. What is waste? 25
Unevenness
Mura
Overburden
Muri
Non value adding
activities
Muda
26. Seven wastes of cognitive work (Muda)
1. Partially Done Work
2. Extra Features
3. Relearning
4. Handoffs
5. Delays
6. Task Switching
7. Defects
26
27. Brief History of Lean & Kanban 27
Toyota
Production
System
(TPS)
started
1950
‘Implementing
Lean Software
Development’
Published
1953 2006
2010
‘Lean
Thinking‘
Published
‘Lean’ first used
to describe
Toyota’s TPS
80’s 1998
kanban used
on Toyota
factory floor
Kanban
Method
Published
28. Lean Thinking
28
1. Identify Customers and Specify Value
2. Identify and Map the Value Stream
3. Create Flow by Eliminating Waste
4. Respond to Customer Pull
5. Pursue Perfection
30. The Location Game
• How long will it take to write out a location name?
• How long will it take to write out FIVE location names?
• What will affect this time?
30
Start: xx Finish: yy
Fraser
Based heavily on the Name Game by Henrik Kniberg
http://www.crisp.se/gratis-material-och-guider/multitasking-name-game
31. Kanban Method = Kanban
Kanban is:
• an approach for evolutionary change
• a meta – methodology
• a process improvement framework
Kanban comes from:
• Systems Thinking
• Lean
31
Scrum is an agile, product delivery framework
Kanban is a lean, process improvement framework
32. Kanban Method - Principles
32
1. Start with what you do now
2. Agree to pursue evolutionary change
3. Initially, respect current processes, roles, responsibilities and job titles
4. Encourage acts of leadership at all levels of the organisation
33. Kanban Method – Practices
1. Visualise the workflow
2. Limit the work in progress
3. Manage flow
4. Make policies explicit
5. Implement feedback loops
6. Improve collaboratively,
evolve experimentally
33
34. Visual the workflow – an example 34
Backlog Selected In Progress Ready for
Review
Review Done
35. One way to limit WIP 35
(3) (2) (2)
Backlog Selected In Progress Ready for
Review
Review Done
37. Make policies explicit
Clear, Public and Visible
Some possible policies:
• Cadence (Replenishment, Planning, Release)
• Definition of Ready, Definition of Done
• Classes of service (types of work item)
• Standard
• Expedite
• Fixed Delivery Date
• Intangible
37
38. Implement feedback loops
Product Quality
• Reviews
• Pairing
Process
• Retrospectives
Track Metrics
• Revenue per employee
• Customer Satisfaction
• Cumulative Flow
• Cycle time
38
39. Improve collaboratively
• Management driven improvements will always be limited
• Front line workers are best placed to improve the system
• A collaborative approach is best
Often done via:
• Daily walking the wall
• Regular Retrospectives
39
40. 40
Avoid change without measuring
(it is like walking around in the dark)
Avoid change without a target
Try Plan, Do, Check, Act
Plan
Act Do
Check
Evolve experimentally
Dr Winston Royce, Managing the Development of Large Software Systems, 1970. “I believe in this concept, but the implementation described above is risky and invites failure”
80’s – waterfall projects that take 18 months to deliver something, can no longer keep up with the ever increasing rate of business change.
Takeuchi and Nonaka - Harvard Business Review January-February 1986 - Product development (NOT SOFTWARE)
Light Weight methodologies – including Scrum, XP, DSDM, Adaptive Software Development, Crystal, Feature-Driven Development, Pragmatic Programming, and others…
Scrum – created at Easel corporation, by Jeff Sutherland and Ken Schwaber.
eXtreme Programming – developer centric methodology created by Kent Bent (also the created of Test Driven Development)
Agile – manifesto for agile software development – created by 17 software developers who were all doing different light weight methodologies and got together to distil what was common to all of their methodologies.
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
That is, while there is value in the items on the right, we value the items on the left more.
Programme Management Office
Slow decision making (Funding / approving / cancelling projects)
Product Management
Slow decision making (Deciding what to build)
Finance
Slow purchasing process (i.e. tools, hardware, licences)
Human Resources
Slow hiring process
Visualise work (on a task board)
Product Owner role (responsible for priorities)
Coach role (helping team reflect and improve)
Visible outcomes - iterating over visible product
Pomodoro (pomodorotechnique.com/)
Photo credit https://www.flickr.com/photos/sequester/ - task board
Photo credithttps://www.flickr.com/photos/karthikc/ - top down stand up
Photo credithttps://www.flickr.com/photos/acarlos1000/ - stand up, see people and board
Photo credithttps://www.flickr.com/photos/visualpunch/ - PO
Photo credithttps://www.flickr.com/photos/aroberts/ - pomodoro
Photo credithttps://www.flickr.com/photos/bisgovuk/ - government dudes
Photo credithttps://www.flickr.com/photos/psd/ - retrospective
This idea comes from Jeff Patton.
Our stakeholders request something, we capture that as a User Story.
We develop the User Story and produce some Output, that we Release to the public.
Hopefully the changed software, leads to an Outcome. Hopefully our customers change their behaviour by playing for longer, paying more, inviting more friends etc.
Lastly those outcomes lead to some impact. I.e. The company earns more money.
Which of these do we currently focus on maximising? Which should we focus on maximising? Which should we focus on minimising?
i.e. Maximise Impacts, Minimise Outputs.
Kanban on Toyota floor – Just In Time stock replenishment signalling card. Came from study of supermarkets
Lean Thinking - Womack & Jones
Implementing Lean SW Dev – Mary and Tom Poppendieck
Kanban Method by David J Anderson