Kanban can help turbocharge Scrum by improving performance without overburdening teams. The document discusses challenges with Scrum and how Kanban principles and practices can address them through evolutionary change rather than revolution. It provides examples of how one company, Posit Science, adopted Kanban practices to improve upon their Scrum process over time.
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
This presentation we used in our webinar on Scaled Agile Framework (SAFe) .
We first look at what scaling is about and how Safe helps in scaling agile projects.
One of the powerful aspects of Kanban is the statistical analysis of its metrics. This presentation talks about common Kanban metrics and how to interpret them.
STATIK (Systems Thinking Approach to Introduce Kanban) es un enfoque exploratorio y colaborativo para implementar Kanban. Ayuda a entender la demanda y las dinámicas actuales, para diseñar y poner en marcha un modelo Kanban de trabajo que permita elevar la eficiencia y calidad en el servicio a través de la cultura y las técnicas de la mejora continua.
También es una buena herramienta para descubrir todos los servicios que proporciona un equipo, sus flujos de trabajo y su alineación con el propósito y las expectativas del cliente.
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
This presentation we used in our webinar on Scaled Agile Framework (SAFe) .
We first look at what scaling is about and how Safe helps in scaling agile projects.
One of the powerful aspects of Kanban is the statistical analysis of its metrics. This presentation talks about common Kanban metrics and how to interpret them.
STATIK (Systems Thinking Approach to Introduce Kanban) es un enfoque exploratorio y colaborativo para implementar Kanban. Ayuda a entender la demanda y las dinámicas actuales, para diseñar y poner en marcha un modelo Kanban de trabajo que permita elevar la eficiencia y calidad en el servicio a través de la cultura y las técnicas de la mejora continua.
También es una buena herramienta para descubrir todos los servicios que proporciona un equipo, sus flujos de trabajo y su alineación con el propósito y las expectativas del cliente.
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Kanban 101 workshop by John Goodsen and Michael Sahota.
This covers everything you will need to know to play Russell Healy's Kanban Game: visualizing the work, metrics, and creating explicit policies.
Slides are available on request. Please email me.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Scrum.org Professional Scrum with Kanban (PSK I) Certification | Question & A...Meghna Arora
Start Here---> https://bit.ly/2Rsw0Bx <---Get complete detail on PSK I exam guide to crack Professional Scrum with Kanban. You can collect all information on PSK I tutorial, practice test, books, study material, exam questions, and syllabus. Firm your knowledge on Professional Scrum with Kanban and get ready to crack PSK I certification. Explore all information on PSK I exam with the number of questions, passing percentage, and time duration to complete the test.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019Yuval Yeret
Should you use Scrum or Kanban? You don’t have to choose: Scrum teams improve when they look at flows inside and outside their sprints from a Lean/Kanban perspective. In this session we will talk about Kanban-related myths prevalent in the Scrum world and identify common ground between them. We will look at ways to bring Kanban flow into your Scrum: the Kanban-based Sprint/product backlog, flow-based daily Scrum, visualizing aging work, and flow-based Sprint planning .We will describe ways to wrap Scrum with a Kanban flow system, and how DevOps fits into this picture.
You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with ideas for experiments to try when back at work.
Scrum is certainly not a foolproof framework as it does have its own set
of limitations; which is the reason why it may not be the best fit for
every team or product. There are other Agile and Lean approaches too,
like Kanban or XP.
Therefore, what is crucial is for us to comprehend that these current
shifts call for a dynamic and progressive outlook from developers and managers. The need of the hour is to utilize the benefits that a Scrum Master brings to the table, in terms of opening up team communication and problem solving techniques.
WordCamp Nashville 2016: The promise and peril of Agile and Lean practicesmtoppa
Why you may to consider adopting Agile or Lean practices, how they differ from each other, what benefits you can expect, and what obstacles you may face
Saison 3 : Josiane se retrouve confrontée à une demande de mise en place de SAFe. Avec l'aide de Bob, l'éponge agile, saura-t-elle trouver son chemin et préserver son esprit agile ?
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
Apresentação feita no Agile in Rio, mostrando como um conjunto de 5 à 10 equipes ágeis podem entregar objetivos em comum usando Scaled Agile Framework® ou SAFe, e como iniciar o lançamento de um Agile Release Train.
Abstract:
More and more organizations are realizing that in order to achieve business agility they need to go beyond implementing agile in specific teams/projects. Real agility requires scaling agile to the program/portfolio/enterprise level. In this session we will explore the options organizations have when looking to scale agile, with an emphasis on SAFe(tm) - the Scaled Agile Framework - one of the most popular options these days.
Learning Objectives:
• When does it make sense to Scale Agile
• What are the leading scaling approaches
• An introduction to SAFe's Big Picture and implementation configurations
• How to implement SAFe - The Implementation Roadmap
• Typical Results of implementing SAFe
• Key risks/red flags to be aware of when implementing SAFe
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Kanban 101 workshop by John Goodsen and Michael Sahota.
This covers everything you will need to know to play Russell Healy's Kanban Game: visualizing the work, metrics, and creating explicit policies.
Slides are available on request. Please email me.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Scrum.org Professional Scrum with Kanban (PSK I) Certification | Question & A...Meghna Arora
Start Here---> https://bit.ly/2Rsw0Bx <---Get complete detail on PSK I exam guide to crack Professional Scrum with Kanban. You can collect all information on PSK I tutorial, practice test, books, study material, exam questions, and syllabus. Firm your knowledge on Professional Scrum with Kanban and get ready to crack PSK I certification. Explore all information on PSK I exam with the number of questions, passing percentage, and time duration to complete the test.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Modern Professional Scrum using Flow and Kanban - Agile and Beyond Detroit 2019Yuval Yeret
Should you use Scrum or Kanban? You don’t have to choose: Scrum teams improve when they look at flows inside and outside their sprints from a Lean/Kanban perspective. In this session we will talk about Kanban-related myths prevalent in the Scrum world and identify common ground between them. We will look at ways to bring Kanban flow into your Scrum: the Kanban-based Sprint/product backlog, flow-based daily Scrum, visualizing aging work, and flow-based Sprint planning .We will describe ways to wrap Scrum with a Kanban flow system, and how DevOps fits into this picture.
You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with ideas for experiments to try when back at work.
Scrum is certainly not a foolproof framework as it does have its own set
of limitations; which is the reason why it may not be the best fit for
every team or product. There are other Agile and Lean approaches too,
like Kanban or XP.
Therefore, what is crucial is for us to comprehend that these current
shifts call for a dynamic and progressive outlook from developers and managers. The need of the hour is to utilize the benefits that a Scrum Master brings to the table, in terms of opening up team communication and problem solving techniques.
WordCamp Nashville 2016: The promise and peril of Agile and Lean practicesmtoppa
Why you may to consider adopting Agile or Lean practices, how they differ from each other, what benefits you can expect, and what obstacles you may face
Saison 3 : Josiane se retrouve confrontée à une demande de mise en place de SAFe. Avec l'aide de Bob, l'éponge agile, saura-t-elle trouver son chemin et préserver son esprit agile ?
My Kanban introductory talk from Lean Kanban North America 2017, short LKNA17. Learn how Kanban is more than sticky notes on a wall. Learn how Kanban's 3 Agendas can help you to steer change in the right direction. Presented with help of the Kanbunny by it-agile.
Boston Ruby Meetup: The promise and peril of Agile and Lean practicesmtoppa
Why you may to consider adopting Agile or Lean practices, how they differ from each other, what benefits you can expect, and what obstacles you may face
Using Lean and Kanban to Revolutionize Your OrganizationImaginet
With the introduction of Lean and Kanban into the software developments, teams are now starting to discover how to leverage these principles to revolutionize how they do business. Come find out how you can use Lean and Kanban together with Microsoft TFS to make dramatic improvements in your organization!
Leanban: The Next Step in the Evolution of AgileLeanKit
I'll introduce you to Leanban, which uses Lean thinking as a guide to incorporate the best of Scrum and Kanban into Agile software development practices.
The promise and peril of Agile and Lean practicesmtoppa
Why you may to consider adopting Agile or Lean practices, how they differ from each other, what benefits you can expect, and what obstacles you may face.
Scrum, Kanban, and DevOps Sitting in a Tree… - Big Apple Scrum Day 2018Yuval Yeret
Scrum, Kanban, and DevOps Sitting on a Tree... (Learn how to leverage Kanban & Scrum together and how to fit DevOps into the picture) Should we use Scrum? Should we use Kanban? Where does DevOps fit into the picture? The best agile teams already know they don’t need to choose. Scrum teams improve when they start to look at flow inside and outside their sprints. Kanban teams improve when they have a disciplined cadence, and effective Product Ownership and Scrum Mastership. DevOps really is mainly about doing Agile the right way. In this session, we will look at a core definition of Scrum, Kanban & DevOps, do some myth-busting as well as identify the quite significant common ground between Scrum, Kanban and DevOps. We will then look at practical ways like the Kanban-based Sprint Backlog, Flow-based Daily Scrum, Visualizing aging work, Flow-based Sprint Planning - which bring some Kanban flow into your Scrum. We will look at how to bring Scrum roles/events/artifacts into your Kanban. We will look at ways to wrap Scrum with a Kanban Flow system that looks upstream/downstream and at the higher level picture of a DevOps Culture/Process. You’ll leave with a better understanding of how Scrum, Kanban, and DevOps relate to each other and with some ideas for experiments to try when back at work.
Kanplexity - a jumping-off point for Cynefin using KanbanOrderly Disruption
Kanplexity - a jumping-off point for Cynefin using Kanban, a complexity expansion pack for Kanban. Kanban is based on Kanban Guide and Cynefin, with strong influences from various communities. Kanplexity has a direction of travel, a team or crew, a guide, an orientation reference, a rhythm of interactions, and guidance for multi-team/crew patterns and agile products & projects.
Post-agile approaches - agile for the real world and how to avoid agile failureYuval Yeret
A session for an ILTAM forum in Israel - Agile is really great. Can it fail? Are failures due to mismatch of practices? principles? Only implementation details?
We will look at the strengths weaknesses opportunities threats related to the major agile frameworks as well as common failure modes and what to do about them
(the actual session includes case studies from audience and agilesparks experience)
Kanban - Evolutionary or Revolutionary?Mahesh Singh
Kanban is great for its "Evolutionary" nature as it minimizes resistance to change and makes it far more likely to succeed than other methods. However, it is also "Revolutionary" and must also be implemented for that reason!
INNOVATION ROOTS | Webinar | Three Secrets of Agile Leaders | Peter StevensInnovation Roots
Overview:
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets, and three tips to apply agility to your life and work and unlock your potential as an executive or a manager.
Learning Objectives:
1. Connect agility at the personal, the team and the organizational level
2. Experience how the same challenges that led to poor performance in software development 30 years ago still plague the management of most organizations today.
3. Learn 3 simple techniques to unlock the potential of management.
4. Learn the key concepts and principles of Personal Agility
How to Ship in 8 Weeks or Less (via Cross-Functional Teams)QuekelsBaro
Get you clued up on what the development methodology Shape Up looks like in practice and sneak-peak into what we do at Process Street as our EPD team shares their secrets.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
3. Outcomes from Scrum Transformations
Scrum worked for us, and we continue to get better. Scrum helped a bit, but we haven’t gotten much better lately.
Scrum has been a disaster. Scrum didn’t really help, but didn’t really hurt either.
4.
5. Scrum Challenges
● Unplanned work
● Estimating and Planning
● Lots of meetings
● Don’t know how to improve
● The transformation and reorganization nearly killed us
● We thought we needed lots of agile coaches, but what are they really
doing to add value?
17. What is a
turbocharger?
In addition to the extra
power, turbochargers are
sometimes referred to as
devices that offer “free
power” because unlike a
supercharger, it does not
require the engine’s power
to drive it.
https://www.eagleridgegm.com/what-is-a-turbocharger-and-how-does-it-work/
Credit: Simone Durelli
19. Kanban is not a framework
● Kanban is not just a board
● Kanban is not something you install
● Kanban is not a transformation
● Any Kanban vs. Scrum comparison makes no sense
● Kanban is a management method for improving the delivery of
knowledge work using evolutionary change
● While not a transformation, Kanban can be quite transformational
Kanban is an unframework
25. Scrum and Kanban Perspectives
HI, I’M SAL, SHORT
FOR SALVADOR AND
I’M A LONG TIME
SCRUM
PRACTITIONER
HI, I’M ROSIE AND
#YESWEKANBAN
26. CMP#1: Start with what you do now
IN OUR
TRANSFORMATION WE
RE-ORGANIZED INTO
CROSS FUNCTIONAL
TEAMS WITH THE 3
ROLES OF PRODUCT
OWNER, SCRUM
MASTER AND TEAM
MEMBER.
KANBAN DOES NOT
REQUIRE CROSS
FUNCTIONAL TEAMS, BUT
IF YOU ALREADY HAVE
CROSS FUNCTIONAL
TEAMS THAT WILL BE
YOUR STARTING POINT. IN
KANBAN A
REORGANIZATION IS
GENERALLY A LAST
RESORT.
27. CMP#2: Agree to evolutionary change
SCRUM IS BASED ON
EMPIRICISM WHICH DONE
WELL CONTINUES TO
EVOLVE.
UNFORTUNATELY, MANY
IMPLEMENTATIONS
STALL OUT, OR REVERT.
IF YOU’RE DOING SCRUM
HOW YOU WERE TAUGHT,
YOU LIKELY AREN’T
DOING SCRUM WELL.
KANBAN “STARTS WITH
WHAT YOU DO NOW.”
UNDERSTAND THE
CURRENT PROCESS AS
PRACTICED. THEN USE
GUIDED EXPERIMENTS
THAT CAN BE MEASURED
TO ESTABLISH A
MINDSET OF CONTINUOUS
IMPROVEMENT.
28. CMP#3: Encourage acts of leadership at all levels
SCRUM’S SELF-
ORGANIZATION CAN
ENCOURAGE ACTS OF
LEADERSHIP. BUT
SOMETIMES THE PO, THE
SM OR THE TEAM
MANAGER WILL BE
VIEWED AS THE
“LEADERS” AND TEAM
MEMBERS SIMPLY
BECOME FOLLOWERS.
WORK TO CREATE A
SAFE ENVIRONMENT
TO ENCOURAGE ACTS
OF LEADERSHIP AT
ALL LEVELS.
32. Visualize
MANY SCRUM TEAMS
MAKE A VISUAL BOARD
EITHER PHYSICALLY OR
USING AN ELECTRONIC
TOOL.
IF YOU HAVE NOT ALREADY
DONE SO, LOOK AT MAPPING
OUT THE WORKFLOW AS A
SERIES OF KNOWLEDGE
DISCOVERY STEPS. LOOK AT
THE ENTIRE SERVICE
DELIVERY, NOT JUST A TEAM.
34. Limit Work in Progress
SCRUM LIMITS WIP
TO SOME EXTENT
BY SMALL BATCHES
SET WIP LIMITS FOR
EACH STEP IN THE
PROCESS TO
IMPROVE CONTROL
AND PREDICTABILITY.
35. Manage Flow
SCRUM REQUIRES SELF-
ORGANIZATION, BUT SADLY
MANY IMPLEMENTATIONS
OF SCRUM ARE NOT. IF
THE DAILY SCRUM SOUNDS
LIKE A STATUS REPORT,
THERE IS ROOM FOR
IMPROVEMENT. A COMMON
SCRUM METRIC IS
VELOCITY. IT CAN BE
USEFUL OR MISUSED.
FOCUS ON THE WORK
AND LET THE WORKERS
SELF-ORGANIZE. WALK
THE BOARD ASKING WHAT
IS PREVENTING ITEMS
FROM FLOWING.
COLLECT AND DISPLAY
METRICS SUCH AS LEAD
TIME, RUN CHART, AND
CUMULATIVE FLOW
DIAGRAMS.
36. Make Policies Explicit
MANY SCRUM TEAMS
HAVE MADE A FEW
POLICIES EXPLICIT LIKE
DEFINITION OF DONE,
DEFINITION OF READY.
THESE CAN BE GOOD
POLICIES.
START LOOKING AT
OTHER POLICIES WHICH
COULD BE MADE
EXPLICIT, E.G. PULL
CRITERIA, CLASSES OF
SERVICE, SERVICE LEVEL
AGREEMENTS.
38. Feedback Loops
SCRUM HAS THE 5
“EVENTS” FOR FEEDBACK,
UNFORTUNATELY, WHILE
MANY RELIGIOUSLY DO
THE CEREMONIES, MANY
FAIL TO “DO SOMETHING
ABOUT IT.” THE SCRUM
GUIDE STATES THAT
IMPROVEMENTS MAY
EVEN BE ADDED TO THE
SPRINT BACKLOG FOR
THE NEXT SPRINT.
KANBAN HAS CADENCES
WHICH CAN START WITH
THE SCRUM EVENTS. BUT
THE KEY IS UTILIZING THE
FEEDBACK AND TAKING
ACTS OF LEADERSHIP TO
DO SOMETHING ABOUT IT
TO CLOSE THE FEEDBACK
LOOP.
39. Scrum Events and Kanban Cadences
Scrum Event Kanban Cadence
Sprint The Sprint is not required in Kanban. If you like Sprints, it is
ok to keep them.
Sprint Planning Replenishment Meeting
The main difference is that the Replenishment Meeting does
not generally involve “planning.”
Daily Scrum Kanban Meeting
Main shift may be to focus on flow.
Sprint Review Service Delivery Review
Sprint Retrospective Can be kept or dropped. Many Kanban implementations
drop the formality of a retrospective and handle
improvement through the reviews.
41. Improve Collaboratively, Evolve Experimentally
SCRUM AIMS TO BE
BASED ON EMPIRICISM
AND WHEN DONE WELL
CONTINUES TO EVOLVE.
IF YOU’RE DOING SCRUM
HOW YOU WERE TAUGHT,
YOU LIKELY AREN’T
DOING SCRUM WELL.
EXPERIMENTS MIGHT BE A
MISNOMER, AS WE NOW
HAVE A LOT OF
PRAGMATIC GUIDANCE
FROM MANY YEARS OF
KANBAN. THE KANBAN
MATURITY MODEL IS A
GREAT GUIDE FOR WHAT
MIGHT BE APPROPRIATE
NEXT STEPS.
50. Evolutionary Change & Kanban Maturity Model
Evolving
Maturity
Start with
where
you are
now
Level 0
Level 1
Roll back
Level 2
Roll forward
Level 3
Evolve and
Mature
Level 4
52. 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
• Not Brain Surgery
• Not Rocket Science
• But it is Brain Science!
53. Posit Science Background
Scrum was adopted as the
development process.
Everything worked very well
initially. Scrum really helped the
firm deliver its early product
54. Posit Science Background
Problems started to develop using Scrum. The team
was not very happy
Agile coaches insisted
that the problem was
with Posit Science and
that they simply weren’t
doing Scrum properly
55. Sources of Dissatisfaction - 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
56. Initial “Kanban” adoption
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
57. O
P
R
N
M
L
J
Initial Kanban Board
Done
F
E
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
Backlog User Stories
3 items per person WIP limit was
adopted. Collaboration on items is
encouraged
A Kanban board was developed
based on the existing Scrum
board
58. After 6 Months of Kanban…
Kanban provided some relief from
overburdening and gave the team a
rich language for expressing their
frustrations
Six to Nine months of Kanban engaged
people emotionally and motivated them
for the next level of change
59. 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
60. 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
61. Transition to “flow”
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
63. Backlog
(features)
No limit
21-day SLA
for
completing
feature
starts now!
PO must
review
Top 10
(features)
Limit 10
Design/
Specify
(features into
stories)
Limit 3 features
In Progress
(stories and
features)
Limit 3 features
Test
(stories)
Limit 3
Accept
(stories &
features)
Limit 5
Done
(stories &
features)
Deploy
Limit 2
1
2
EX
3
64.
65. WIP limit to hold the
Product Owner
accountable
WIP limit to protect
deployment
bottleneck
WIP limit to smooth
flow through clinical
testing
Physical lane for expedite.
Color shows “fixed date” item
that wasn’t started early
enough. Provides learning in
retrospective
67. Team P: Pre-Kanban State, One Year
● Average delivery lead time 38 to 57 days.
● Low work item volume “elevated” to production.
● Who is the customer? For what service?
● Quick-fix manual process flow.
Scrum Stall
68. Team P: Flow Metrics
1yr Scrum 90d Kanban
Nothing
Here!
78% improvement (time to deliver) in approximately 90 days!
70. Team Q: Flow Metrics – Success with STATIK!
1yr Scrum 90d Kanban
Little
Here!
77% improvement (time to deliver) in approximately 90 days!
71. Team Q: Flow Metrics – Spectacular Acceleration!
72. Team Q: Critical Success Factors
4X throughput and ¼ lead time
Big, visible
physical Kanban
board
Upstream filtering
Focus on
bottlenecks
Kanban Maturity
Model
73. Kanban Impact at Accenture Brazil
73
What happens when you learn how to properly design and build a Kanban System? You evolve (fast).
74. How to get started with Kanban
Kanban Guide Case Studies Blue Book
Essential Kanban Condensed State of Kanban Survey www.kanban.university
There are 3 Change Management Principles designed to frame an evolutionary approach to improvement. Be aware that the Kanban Method is applied to the way you work now, and it will help you evolve the way you work gradually over time.
[Briefly walk through each of the principles. See David’s blog at https://leankanban.com/principles-general-practices-kanban-method/ if you want help with how to explain each.]
Assess this organization – what ML? What problems?
Walk the class through the Kanban practices.
There are 6 General Practices in the Kanban Method. [Walk briefly through each of the 6 Practices. See David Anderson’s blog at http://www.djaa.com/principles-general-practices-kanban-method if you want help with how to explain]
Instead of using this slide, you can also create a flipchart with similar info etc.
You might revise this after the simulation.
Assess this organization – what ML? What problems?
*Every customer has their pet!
Posit Science makes games to improve brain plasticity. Scientist Dr. Mike Merzenich is a founder.
Scrum worked okay! The product was launched.
Even though the product was developed fine with Scrum, after release Scrum is not satisfactory
The developers became unhappy with the rules of Scrum and started to show resistance to it. The project manager looked for a solution but received no satisfactory answer from the Agile community.
Internal and external dissatisfaction.
Key changes when moving from Scrum to Proto-kanban
Hourly task estimation was dropped in favor of t-shirt sizes (S,M,L)
A per-person WIP limit was added, limiting each developer to 3 stories at a time
This is what the board looked like. It was derived from the Scrum board.
Instructors can point out that the “per person” WIP limit in the Posit Science case study is another sign of proto-Kanban
The main focus of proto-Kanban is reduction of multitasking and individual relief from overburdening, but the system can still be overburdened, slow and unpredictable
After 6 months of living with proto-Kanban, the group and stakeholders were surveyed again. They still had great dissatisfactions but could express the problems more clearly and specifically.
The new list of dissatisfactions. Note the more specific complaints about workflow and too much work in progress.
A new system was proposed which expanded the current proto-Kanban system. Improvements were designed to address the specific complaints.
Calendar iterations were dropped; Only feature-level work was planned; SLA was established
Hourly task estimation was dropped in favor of t-shirt sizes (S,M,L)
A per-person WIP limit was added, limiting each developer to 3 stories at a time
[detail on slide] The input queue for the kanban board was the Top 10 List, shown here with Top 10 slots on left, 3 features in progress on right, 1 expedite in progress, and completed features.
Blue “Intangible” class of service features got a capacity allocation of 2 allowed on the Top 10. This was to satisfy the developers who usually created these features and were concerned that they would never be prioritized onto the Top 10.
Dots showed dependencies on a Design team.
SLA Clock Ticking shows how many days remaining to finish the in-progress feature.
Checkmark means a rough estimate confirmed that it could be finished in 21 days or less.
The kanban system design
This is the new kanban board design. When a slot opened in any of the 3 Feature lanes, a feature was pulled from the Top 10 input queue, then a planning meeting would be called in which the feature was decomposed into user stories. The SLA clock starts when the feature is pulled onto the board. Note workflow WIP limits as well as limits implied in the board design.
This is a photograph of the actual kanban board. Note some elements such as WIP limits and colors were updated over time.
Note elements to address previous complaints.
The expedite is now orange instead of white. The team decided to keep it orange to remember that a fixed date feature had to be expedited and learn from this.
Good afternoon. This is an experience report about Kanban at Vanguard. I’m Dave Hughes, the Senior Lean-Agile Enterprise Coach at Vanguard’s main campus located in Malvern, Pennsylvania.
Average delivery lead time was high due to:
Uneven flow = mura.
Over-burdening = muri.
Technical debt, rework, backward flow = muda.
[Click] This team flew into a Scrum stall condition.
Oct 2: 7.5d, 9.3d
Sep 25: 10.0d, 8.2d
Sep 11: 27.4d, 38.8d
Aug 29: 35.9d, 38.8d
Jun 31: 38d to 57d (old measures)
System lead time improved 78% in approximately 90 days! Note the eradication of upper control limit violations. Standard deviation still too high a percentage of sample mean in relative terms. In absolute terms, however, Team P became much more predictable with a bias toward “better than expected.” Team P could commit to service levels.
All system variables were kept constant, except improvements in workflow modeling with an end-to-end WiP limit, and classes of service with new, explicit pull policies and upstream work filters driving better decision making.
The power of an end-to-end physical board with policies for workflow states, classes of service, and upstream filtering has been enormous and positive. This picture shows the initial attempt at a physical board correlated to a JIRA virtual board.
Vanguard has proved that scatter plots do not always improve in lockstep with cumulative flow diagrams. In this case, system lead time improvement lagged about a month.
System lead time dropped from an average of 65 days to 15 days, a 77% improvement! Note that upper control limit violations have been reduced to nearly zero. Team Q repeated Team P’s experimental results to within one percentage point for system lead time improvement and with nearly the same reduction of upper limit lead time violations to near zero.
Team Q’s flow improvement was spectacular after they hit [click] an inflection point in Jan 2019. We concluded that:
merging multiple separate boards into one large board promoted simplicity and effectiveness, and enabled …
a robust focus on upstream work classification and filtering, which …
motivated the team to focus on WiP limits. Simultaneously, …
a set of service classes renewed the focus on the customer, vendors, and production release frequency.
In retrospect, we discovered that team Q’s inflection point [Click] occurred when they achieved maturity level 3. You really never know when this will happen but, if the right environment is nurtured and the right behaviors are cultivated, it happens. Vanguard’s six critical success factors were used all together and it took about 90 days to observe the effects. You are looking at an average delivery rate increase of 325% and this really got the attention of management. As a matter of fact, this is being written up in a company newsletter as an example of success!
These factors were focused on early and all together. The Kanban Maturity Model was (and still is) used as a “map back to actual practice.” The KMM is not used as a “map forward to next steps.”
