Scrum and kanban

Scrum and Kanban – Making the
most of both with Scrumban
Melbourne Agile and Scrum User Group Meetup
March 2018
h"ps://www.ﬂickr.com/photos/125524007@N08/36562281771/in/photolist-‐23W8TM-‐XjbpyL-‐6TETtJ-‐XGTg1R-‐WDj3zJ-‐XGTfyt-‐WDj3M7

www.evogility.com.au @danploegdploeg@evogility.com.au
About me
Daniel Ploeg is an experienced leader in
Agile Software Delivery and Product
Development. Daniel helps organisations
unleash their own potential by facilitating
new and innovative ways of thinking and
working.
Certified Scrum Master
Accredited Kanban Trainer
Kanban Coaching Profesional

Scrum
h"ps://commons.wikimedia.org/wiki/File:Scrum_diagram_(labelled).png

Scrum
Scrum is a framework for developing,
delivering, and sustaining complex
products.
Scrumguides.org

Scrum Values
•  Commitment
•  Courage
•  Focus
•  Openness
•  Respect
Pillars of transparency, inspection and
adaptation Scrumguides.org

Kanban
Kanban is a management method for:
•  Directly improving service delivery
•  Catalyzing improvements
•  Evolving your business to be fit for your
customers purpose(s)

Kanban – Evolutionary Change
•  Start with what you do now (respect current roles and
processes - initially)
•  Gain agreement to pursue improvement through
evolutionary change
•  Encourage acts of leadership at all levels

Kanban Practices
•  Visualise
•  Limit WiP
•  Manage Flow
•  Make Policies Explicit
•  Feedback Loops
•  Improve and Evolve

Scrum & Kanban?
•  Why would we overlay Kanban on our
existing scrum team?
– Respect your contextual domain
– Humane (unburden teams)
– Manage competing risks
– Evolve to where you need to be
– Isn’t it all about what’s best for your
customers?

Scrum Police
Mike Cohn –
The Scrum Police are those
who are quick to tell us any
time we are doing something
that isn't Scrum.
…
And I want to tell you: I don't
care.
And neither should you.

Where do we start?
Look to what you do now -
A
B
Sprint Backlog In Progress Done
C
D
E
F
G
H
I

Where do we start?
Look to what you do now -
A
B
Sprint Backlog In Progress Done
C
D
E
F
G
H
4 Limit volume of cards
in backlog and in
progress.
Catalyzes additional
improvements such as
closer team work (eg
pairing) to enable
cross skilling and
knowledge sharing
2

Unbalanced workload
A
B
Sprint Backlog Development Done
C
D
E
F
Test
Sprint Day
1 of 10

Unbalanced workload
A
B
C
D
E
F
Test
Sprint Day
3 of 10

Unbalanced workload
A
B
C
D
E
F
Test
Sprint Day
5 of 10

Unbalanced workload
A
B
C
D
E
F
Test
Sprint Day
7 of 10

Unbalanced workload
A
B
C
D
E
F
Test
Sprint Day
9 of 10

Unbalanced workload
A
B
C
D
E
F
Test
Smooth
flow with
WiP Limits!

Unbalanced workload
A
B
C
D
E
F
Test
Sprint Day
1 of 10
2 2

Unbalanced workload
AB
C
D
E
F
Test
Sprint Day
3 of 10
2 2

Unbalanced workload
AB
C
D
E
F
Test
Sprint Day
5 of 10
2 2

Unbalanced workload
A
B
C
DE
F
Test
Sprint Day
7 of 10
2 2

Unbalanced workload
A
B
C
D
E
F
Test
Sprint Day
9 of 10
2 2

Not understanding handoffs
Sprint Backlog Development DoneTest2 2
Dev Done Means…
1.
2.
3.
4.
Explicit
Policies -
visible to all
Downstream
processes
help define
what is
needed

Can’t see when tickets are ready
AB
C
D
E
F
Test
Visualise
“ready to
pull” using
markers on
cards
2 2

Can’t see when tickets are ready
AB
Sprint
Backlog
Development
Done
C
DEF
Test
Or use
columns
2
2
DoneIn Progress

Different types of work
Make
different
work types
visible
Reserve
capacity in
Sprint
Planning (eg
reduce
project WiP)
Support
Projects

3

Different urgencies for work
Support

Low Severity
High Severity Start

immediately!

Start
within
5

days
of

receiving

request

Different
classes of
service with
different
policies
Note – high priority
classes will detract time
from lower increasing the
lower class lead time.
We know when to start
based on an
understanding of lead
times and service needs
for each class
Projects

3

Work overﬂows from one sprint
to the next
Capture the
actual time
to get to
done.
Often more work spans
outside the sprint than
you think!

Work overﬂows from one sprint
to the next
Make data of
actuals visible!
Take lead time
data into retro
and target
problem areas
for
improvements

System Lead Time
What is Lead Time?
System
Lead
Time

Ongoing
DoneBacklog
F
H
EC A
I
DevelopmentTo Do Testing Deploy-
ment
Done Ongoing Done
G
D
GY
PBDE
MN
P1
B
PB
3
2 ∞
2
System
Lead
Time
–

From
^me
it
is
pulled

system
of
work,
un^l
it

ﬁrst
unbound
queue

Other parts to the process
What is Lead Time?
A
B
Product Backlog …”Done”
“Customer
Done”
CD
E
F
Sales &
Marketing
Often there
are other
steps
between the
scrum team’s
“Done” and
the customer.
Often
bottlenecks
occur
upstream or
downstream
from the
Scrum team

Getting closer to the customer
What is Lead Time?
A
B
Product Backlog …”Done”
“Customer
Done”
CD
E
F
Sales &
Marketing
Customer
Lead
Time

Common
changes are
to visualise
this and track
customer lead
times for
improvements
overall.
Lead time
starts at
commit point
– when we
commit to the
customer to
get it done.
Customer
makes

a
request
which

PO
puts
in
the

Product
Backlog

Commit
point
occurs

when
we
“accept”

customer
order
(may

be
entry
into
product

backlog
or
perhaps

sprint
planning)

Product Backlog refinement work
is invisible
Can lead to:
•  Teams starving for work
•  Overburdened product
owner
•  Wasted effort refining
stories that are never built
Refined
Stories

Unrefined
Stories/

Epics

Product
Backlog

How
does

work
get
from

here
to
here

How
does

work
get
from

here
to
here
?

is invisible
Product
Backlog
Sprint
Backlog
Ready2 8
Visualisation
and WiP limits
help smooth
flow and
prevent
overburden
and waste!
Refinement

is invisible
Product
Backlog
Refinement Sprint
Backlog
Ready2 8
Note –
Kanban
board
resembles
product
backlog on
it’s side!

Scrumban
Where does it end?
There is no “final” state – continue to
evolve a deeper capability to serve your
customers.

Further Information
Title
Author
URL

Scrum
Guides
Jeff
Sutherland
&
Ken

Schwaber

www.scrumguides.org

Essenâl
Kanban
Condensed
David
J
Anderson
and

Andy
Carmichael

h"p://leankanban.com/guide

Kanban
(the
“Blue”
book)
David
J
Anderson

h"ps://www.amazon.com/Kanban-‐
David-‐J-‐Anderson-‐ebook/dp/
B0057H2M70

The
Scrumban
(R)Evoluôn
Ajay
Reddy
h"ps://www.amazon.com/Scrumban-‐
Evoluôn-‐Gemng-‐Sonware-‐
Development-‐ebook/dp/B010TQKZ5E

Kanban
and
Scrum
-‐
making

the
most
of
both

Henrik
Kniberg,
Mamas

Skarin

h"ps://www.amazon.com/Kanban-‐
Scrum-‐Enterprise-‐Sonware-‐
Development/dp/0557138329

Scrumban:
Essays
on
Kanban

Systems
for
Lean
Sonware

Development

Corey
Ladas
h"ps://www.amazon.com/Scrumban-‐
Essays-‐Systems-‐Sonware-‐Development-‐
ebook/dp/B004SY63BY

Learning More
Kanban System Design
April 19-20
Register:
https://www.eventbrite.com/e/kanban-system-design-tickets-41345979939

Scrum and kanban

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