Title: Connecting Agile, Scrum, Lean and Kanban Approache

1. 1 © Q A I G l o b a l . A l l R i g h t s R e s e r v e dw w w . q a i g l o b a l . c o m
Agile, Scrum, Lean & Kanban
Connecting
Approaches

2. 2 © Q A I G l o b a l . A l l R i g h t s R e s e r v e d
We will talk
about…
AGENDA
• Practitioner Dilemma
• Which Agile Method to follow?
• Similarities in Agile and Lean Philosophy
• Scrum and Kanban – Values and Practices
• Connecting Agile, Lean, Scrum and Kanban
• Which Process tool to use?

3. 3 © Q A I G l o b a l . A l l R i g h t s R e s e r v e d

4. 4 © Q A I G l o b a l . A l l R i g h t s R e s e r v e d

5. 5 © Q A I G l o b a l . A l l R i g h t s R e s e r v e d
AGILE PRINCIPLES
Agile is guided by
Principles
Satisfy the Customer
Welcome Change
Deliver Frequently
Collaborate Daily
Support and Trust Motivated Teams
Promote face-to-face conversations
Deliver working software
Promote sustainable pace
Promote Technical Excellence
Maximize through Simplicity
Have Self-Organized Teams Reflect and Adjust Regularly

6. 6 © Q A I G l o b a l . A l l R i g h t s R e s e r v e d
LEAN
1 2
Eliminate
waste
3
Defer
commitment
4
Create
knowledge
5
Deliver
fast
6
Build
quality in
THE SEVEN PRINCIPLES OF LEAN SOFTWARE DEVELOPMENT
7
Optimize the
whole
Respect
People
Agile and Lean share a core set of values and principles and this common core have more in common than their
differences.

7. 7 © Q A I G l o b a l . A l l R i g h t s R e s e r v e d
LEAN PRINCIPLES AGILE PRINCIPLES
Respect People
Eliminate Waste
Defer Commitment
Create Knowledge
Deliver Fast
Build Quality Inn
Optimize the whole
Have
Self-Organized
Teams
Collaborate
Daily
Support and
Trust Motivated
Teams
Deliver
working
software
Reflect and
Adjust
Regularly
Welcome
Change Deliver
Frequently
Promote
face-to-face
conversations
Maximize
through
Simplicity
Satisfy the
Customer
Promote
sustainable
pace
Promote
Technical
Excellence

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CONNECTING AGILE, SCRUM, LEAN AND KANBAN
• Actually, both Agile nor Lean are rather about a set of
principles and practices – in the former case, basing on
Agile Manifesto while the latter is based on the Toyota
Production System (TPS) adapted to software/IT industry.
• Both Lean and Agile are two flavours of the same movement
in the software industry
• As Agile and Lean are general concepts.
• Scrum and XP are specific implementations of Agile,
• while Lean Software Development and Kanban are
typical implementations of Lean.
• Often Agile and Lean approaches are put into the same
bucket, typically Kanban is also labelled as Agile method.

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Scrum Team
Effective
Communication
Definition Of
Done
Daily Scrum
Improving
Processes
Organize
work in
Sprints
Scrum
Ceremonies
Product
Owner
Deliver Value
Respond to
Change
Trust &
Respect
Product
Backlog
Refinement
Sprint Review &
Retrospective
Re-Plan
Collaboration
SCRUM
Scrum Master
Time Box
Self
Organizing
WHAT MAKES SCRUM WORK?

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KANBAN VALUES
• The Kanban Method is value led.
• Focus is on doing right work at the right
time, rather than who is doing the work.
• Focus is on Flow
Transparency
Balance
Collaboration
Customer Focus
Flow
Leadership
Understanding
Agreement
Respect

11. 11 © Q A I G l o b a l . A l l R i g h t s R e s e r v e d
KANBAN METHOD - GENERAL PRACTICES
Vi s u a l i z e
(with a kanban board) L i m i t w o r k - i n -
p r o g r e s s
(with kanban)
M a n a g e f l o w
M a k e p o l i c i e s
e x p l i c i t
I m p l e m e n t
f e e d b a c k l o o p s
I m p r o v e
c o l l a b o r a t i v e l y,
e v o l v e
e x p e r i m e n t a l l y
(using models & the
scientific method)
1.
2.
3.
4.
5.
6.

12. 12 © Q A I G l o b a l . A l l R i g h t s R e s e r v e d
Courtesy: Henrik Kniberg & Mattias Skarin – Kanban and Scrum making the most of both
CONNECTING AGILE, SCRUM, LEAN AND KANBAN
• Time boxed iterations
prescribed.
• WIP limited indirectly
(per sprint)
• Prescribes 3 roles
(PO/SM/Team)
• Scrum board is reset between
each sprint
• Cannot add items to ongoing
iteration
• A Scrum board is owned by
exactly one Scrum team.
Agile - Scrum
• Time boxed iterations optional
• WIP limited directly
(per workflow state)
• Doesn’t prescribe any roles
• A kanban board is persistent
• Can add new items whenever
capacity is available
• Kanban board is related to one
workflow, not necessarily one
team.
• This inclusion of management
is explicit
Lean Kanban
Kanban & Scrum Similarities
• Both are Lean and Agile
• Both use pull scheduling
• Both limit WIP
• Both use transparency to drive
process improvement
• Both focus on delivering releasable
software early and often
• Both are based on self organizing
teams
• Both require breaking
• the work into pieces

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WHICH PROCESS TOOL (METHOD) TO USE?
• Everyone agrees that one size
does not fit all yet many go
around saying "use this!"
• The best framework depends on
your project, team, and your
goals.
• Instead of Scrum or Kanban?
The question should be “which
aspects of Scrum and Kanban
can the current team use” to
effectively develop products and
services?
KANBAN
RUP
SCRUM
LEAN
XP
CRYSTAL
Agile & Lean Process Tools

14. 14 © Q A I G l o b a l . A l l R i g h t s R e s e r v e d
• Tenets of the agile consensus is to keep
overhead to a minimum
– Agile offers starting with minimal sets of
practices and adding extras where it has to
be clearly justified
– Build your method up, Don’t tailor it down
• Plan – driven methods have has the
tradition of developing all-inclusive
methods that can be tailored down to fit a
particular situation
– Experts can do this, but non experts tend
to play it safe and use the whole thing and
the value of process often cannot be
realized in such situations
Culture
Capability
Context
Finally what matters
WHICH PROCESS TOOL (METHOD) TO USE?

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Henrik Kniberg, Kanban and Scrum - making the most of both (with Mattias Skarin)
ADAPTIVE OR PRESCRIPTIVE
Number = Artifacts

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WHERE DOES KANBAN APPROACH FIT WELL
• Want to get into Agile but do not want to change a whole
lot of processes and roles at once?
• Scrum time box Ceremonies, Iterations does not fit well
to project context
• Team wants to improve delivery flow
• Team is looking for an easy-to-understand system
• Increases flexibility - priorities are re-evaluated as new
information comes in.
• Evolutionary improvement initiative does not require big
bang change and can start even at junior managers level
• Kanban can work equally well for any type of work,. If
one wants to improve on an existing framework with
small, incremental changes, Kanban is a better choice.

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REFERENCE MATERIAL USED
• Kanban – Successful Evolutionary Change for Your Technology Business – David J. Anderson
• Lean Software Development : An Agile Tool kit – Mary Poppendieck and Tom Poppendieck
• Essential Kanban Condensed – David J Anderson and Andy Carmichael
• Kanban and Scrum making the most of both – Henrik Kniberg and Mattias Skarin
• Scrumban – And other essays on Kanban Systems for Lean Software Development by Corey Ladas
• Agile Manifesto.org
• Kanban in software development – Ingvald Skaug
• Agile Project Management with Scrum: Ken Schwaber
• Succeeding with Agile – Mike Cohn
We acknowledge all copy rights and
trademarks of various organization
and the references made in the
presentation

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Thank You
Connect with us:
We look forward
to partnering
with you on your
Transformation
journey.
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