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![“In posing this
question, they were
not asking about
specific
techniques...[but]
what are the key
principles to guide
our actions?”
Tuesday, February 25, 14
Womack and Jones ran into this problem as well. Executives are typically smart people - they
may not know the lingo, but they can understand success in many cases.](https://image.slidesharecdn.com/scrumvkanban-140225081028-phpapp01/85/Scrum-vs-Kanban-Implementing-Agility-at-Scale-17-320.jpg)
Uploaded byCory Foy
Scrum vs Kanban - Implementing Agility at Scale
The document contrasts two agile methodologies: Scrum and Kanban, highlighting their core principles, roles, and practices. Scrum is presented as a framework designed to protect teams and promote collaboration through structured roles and meetings, while Kanban focuses on visualizing workflow and limiting work-in-progress. Both methodologies aim to enhance efficiency and responsiveness in project management but adopt different approaches to achieve these goals.
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Scrum vs Kanban - Implementing Agility at Scale
- 1. Scrum vs Kanban CoryFoy @cory_foy foyc@coryfoy.com Tuesday, February 25, 14
- 2. prettykoolapps.com blog.coryfoy.com Cory Foy foyc@coryfoy.com @cory_foy Tuesday, February25, 14 My name is Cory Foy and my background includes all of those. Through my company, I and my colleagues with with organizations large and small helping adopt agile and lean practices and principles. But my background is also from a software side. I have clients that I do software development for, and I also serve as CTO of Pretty Kool Apps, building mobile apps for kids and therapists. So my approach to the process side isn’t from the traditional PM perspective, but from a “how is this best for the teams on the ground” approach. You can also see this in my posts on my blog, where you’ll be able to find these slides after the conference. Ok, enough shameless self-promotion, because I want to start with Agile.
- 3. Agile Tuesday, February 25,14 When I asked how many of you “do Agile” what came in to your mind was likely the thought of agility, gracefully dancing across your software product.
- 4. Agile /ˈajəl/ 1. Doesn’t Exist 2.Describes project management that wants to seem “hip” 3. May refer to the Agile Manifesto, or one of the myriad of frameworks and methodologies sprung from the manifesto, or a collection of practices and tools which somewhat resemble one of the myriad of frameworks and methodologies under the agile manifesto http://www.flickr.com/photos/b1ue5ky/3621908203 Tuesday, February 25, 14 But oftentimes when I ask people who say they do agile what they actually do, it becomes a little stranger. While I’m sure ironing on the top of a flipping SUV does require great agility, it’s not quite what I think of. In fact, if we were to define agile...
- 5. Tuesday, February 25,14 In fact, it might even go as far as this. But even if an Agile Methodology doesn’t exist, the agile movement has create some really valuable elements, starting with the agile manifesto
- 6. Tuesday, February 25,14 What happened was just over 10 years ago people who had been well versed in heavyweight processes got together to say there must be a better way. Some of them had already begun working towards other ways. But in coming together they found agreement in this 4 values
- 7. Continuous Delivery 12 Principles WelcomeChange Deliver Frequently Business + Development Trust Teams Talk Face-to-Face Measure via Working Software Sustainable Pace Technical Excellence Simplicity Self-Organizing Teams Continuous Improvement Tuesday, February 25, 14 These 4 values and 12 principles have been behind many of the methodologies and frameworks in the agile movement, including
- 8. Tuesday, February 25,14 things like XP, Crystal, DaD, DSDM, AUP and many others. The goal behind all of these is to respond to change faster, delivering better value in a lightweight fashion. In fact, Alistair’s Crystal methodology defines various levels depending upon the adoption. But the arguably best known of these is
- 9. Scrum http://www.flickr.com/photos/royskeane/413103429 Tuesday, February 25,14 In Scrum, the visual is that we all come together to move the ball forward. And I want to spend a little bit of time explaining what Scrum is so we can see how it ties together. So where did Scrum come from?
- 10. Scrum - A ProjectManagement Framework - Designed to Protect Teams - Focuses on Delivering Chunks of Value Tuesday, February 25, 14 Scrum came about as a way to protect teams from micromanagement...We think of Scrum as the 3 of 3s
- 11. Scrum “3 of 3s” 3Roles 3 Meetings 3 Artifacts ScrumMaster Product Owner Team Sprint Planning Sprint Review Daily Standup Retrospective Product Backlog Sprint Backlog Scrum Board Impediment Board Tuesday, February 25, 14
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- 13. Scrum Sprint Planning No Retrospective No Ship and Party! Yes Done? SprintDemo Tuesday, February 25, 14 Product Backlog In Sprint? Yes Daily Standup Do Work Repeat Daily
- 14. Scrum Scaling Scrum “75% ofthose organizations using Scrum will not succeed in getting the benefits that they hope for from it” - Ken Schwaber Tuesday, February 25, 14
- 15. Scrum Scaling Scrum Scrum ofScrums Product Owner Teams Large Scale Retrospectives Tuesday, February 25, 14
- 16. Scrum Scaling Scrum Tuesday, February25, 14 The problem is that many of the approaches to scaling are highly prescriptive. People want to know the “how” just long enough to understand the “why”. And our tools have to support this.
- 17. “In posing this question,they were not asking about specific techniques...[but] what are the key principles to guide our actions?” Tuesday, February 25, 14 Womack and Jones ran into this problem as well. Executives are typically smart people - they may not know the lingo, but they can understand success in many cases.
- 18. http://www.flickr.com/photos/toyotamheurope/6250072249 Tuesday, February 25,14 Not only for us working together, but for our entire team and organization. After all, teams are made up of people. And people have different points of views, expectations, visions, and goals. We need a way to work within all of that - and prescribing to them how to work without getting feedback from them will miss many valuable learning opportunities.
- 19. Lean Use Pull Systemsto Avoid Overproduction Continuous Process Flow Level Out the Workflow Stop to Fix Problems Use Visual Controls Use Standardized Tasks and Processes Become a Learning Organization (hansei / kaizen) Tuesday, February 25, 14 This approach of using empirical data to define and improve our processes, was labeled “Lean” by Womack and Jones as a way of signaling being able to do more and more with less and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to highlight here
- 20. Lean Use Pull Systemsto Avoid Overproduction Continuous Process Flow Level Out the Workflow Stop to Fix Problems - Provide customers what they want, when they want it, in the amount they want Use Visual Controls Use Standardized Tasks and Processes Become a Learning Organization (hansei / kaizen) Tuesday, February 25, 14 This approach of using empirical data to define and improve our processes, was labeled “Lean” by Womack and Jones as a way of signaling being able to do more and more with less and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to highlight here
- 21. Lean Use Pull Systemsto Avoid Overproduction Continuous Process Flow Level Out the Workflow Stop to Fix Problems - Bring Problems to the Surface - Reduce to zero the amount of time work is idle Use Visual Controls Use Standardized Tasks and Processes Become a Learning Organization (hansei / kaizen) Tuesday, February 25, 14 This approach of using empirical data to define and improve our processes, was labeled “Lean” by Womack and Jones as a way of signaling being able to do more and more with less and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to highlight here
- 22. Lean Use Pull Systemsto Avoid Overproduction Continuous Process Flow Level Out the Workflow Stop to Fix Problems - Unevenness causes waste in forecast, planning and production, so work towards smooth work Use Visual Controls Use Standardized Tasks and Processes Become a Learning Organization (hansei / kaizen) Tuesday, February 25, 14 This approach of using empirical data to define and improve our processes, was labeled “Lean” by Womack and Jones as a way of signaling being able to do more and more with less and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to highlight here
- 23. Lean Use Pull Systemsto Avoid Overproduction Continuous Process Flow Level Out the Workflow Stop to Fix Problems - Build into the system the capability of detecting problems - Control of Error Use Visual Controls Use Standardized Tasks and Processes Become a Learning Organization (hansei / kaizen) Tuesday, February 25, 14 This approach of using empirical data to define and improve our processes, was labeled “Lean” by Womack and Jones as a way of signaling being able to do more and more with less and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to highlight here
- 24. Lean Use Pull Systemsto Avoid Overproduction Continuous Process Flow Level Out the Workflow Stop to Fix Problems Use Visual Controls - Use simple visual indicators to know if in standard condition or deviation - Reports should be one page, even financial reports Use Standardized Tasks and Processes Become a Learning Organization (hansei / kaizen) Tuesday, February 25, 14 This approach of using empirical data to define and improve our processes, was labeled “Lean” by Womack and Jones as a way of signaling being able to do more and more with less and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to highlight here
- 25. Lean Use Pull Systemsto Avoid Overproduction Continuous Process Flow Level Out the Workflow Stop to Fix Problems Use Visual Controls - Use stable, repeatable methods - Capture the current method, learn from it, then capture the new method Use Standardized Tasks and Processes Become a Learning Organization (hansei / kaizen) Tuesday, February 25, 14 This approach of using empirical data to define and improve our processes, was labeled “Lean” by Womack and Jones as a way of signaling being able to do more and more with less and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to highlight here
- 26. Lean Use Pull Systemsto Avoid Overproduction Continuous Process Flow Level Out the Workflow Stop to Fix Problems - Hansei - Relentless Reflection - Kaizen - Continuous Improvement Use Visual Controls Use Standardized Tasks and Processes Become a Learning Organization (hansei / kaizen) Tuesday, February 25, 14 These principles formed the basis of what Womack and Jones saw as Lean thinking across industries. Then, in 2003, Tom and Mary Poppendieck
- 27. Lean Eliminate Waste Amplify Learning Decideas Late as Possible Deliver as Fast as Possible Empower the Team Build Integrity In See the Whole Tuesday, February 25, 14 published one of the first books bridging the gap to the software world. In it, they took the 14 principles and boiled them down to 7 principles and 22 tools.
- 28. Lean Eliminate Waste Amplify Learning -Waste are things not directly tied with bringing value to a customer - Value is something someone would pay for - Queues, Delays, Rework Decide as Late as Possible Deliver as Fast as Possible Empower the Team Build Integrity In See the Whole Tuesday, February 25, 14
- 29. Lean Eliminate Waste Amplify Learning Decideas Late as Possible Deliver as Fast as Possible Empower the Team Build Integrity In See the Whole Tuesday, February 25, 14 - Every solution we create is unique - Our product is about what is used, rather than how well it met the requirements - Feedback is critical
- 30. Lean Eliminate Waste Amplify Learning Decideas Late as Possible Deliver as Fast as Possible Empower the Team Build Integrity In See the Whole Tuesday, February 25, 14 - We decide Schedule, Scope, Cost at the beginning of a project - Don’t make critical decisions when you know the least!
- 31. Lean - The longerwork is in progress, the more time it has to collect bugs - Once you’ve decided a Eliminate Waste feature is necessary, deliver it! Amplify Learning - Unrealized features are inventory Decide as Late as Possible Deliver as Fast as Possible Empower the Team Build Integrity In See the Whole Tuesday, February 25, 14
- 32. Lean Eliminate Waste Amplify Learning Decideas Late as Possible Deliver as Fast as Possible Empower the Team Build Integrity In See the Whole Tuesday, February 25, 14 - Most people want to do the best job they can - Let them help set and understand policies
- 33. Lean Eliminate Waste Amplify Learning Decideas Late as Possible Deliver as Fast as Possible Empower the Team Build Integrity In See the Whole Tuesday, February 25, 14 - Perceived vs Conceptual Integrity - Focus on Quality from the beginning
- 34. Lean Eliminate Waste Amplify Learning Decideas Late as Possible Deliver as Fast as Possible Empower the Team Build Integrity In See the Whole Tuesday, February 25, 14 - Systems Thinking - Root Cause Analysis - Retrospectives - Visualization
- 35. Lean Systems Thinking Tuesday, February25, 14 The idea of systems thinking is one of the most critical, because it highlights that if we want to change behaviors, we have to change the system which produced the behaviors. For example, a companies culture comes out of peoples’ experiences, so if you want to change the culture, you have to change the way they are managed. Therefore, if our goal is to slap our name on something, then we can adopt whatever we want. But if we want to truly affect change, we need a process which can help us adapt to where the real issues are
- 36. Kanban Tuesday, February 25,14 While Mary and Tom’s book introduced several tools to implement the principles, in 2010, David Anderson published a book introducing the idea of Kanban in the technology world. Kanban literally means card - it’s a signaling mechanism
- 37. Kanban /kahn-bahn/ Tuesday, February 25,14 While Mary and Tom’s book introduced several tools to implement the principles, in 2010, David Anderson published a book introducing the idea of Kanban in the technology world. Kanban literally means card - it’s a signaling mechanism
- 38. Kanban /kahn-bahn/ Tuesday, February 25,14 While Mary and Tom’s book introduced several tools to implement the principles, in 2010, David Anderson published a book introducing the idea of Kanban in the technology world. Kanban literally means card - it’s a signaling mechanism
- 39. Kanban /kahn-bahn/ Tuesday, February 25,14 While Mary and Tom’s book introduced several tools to implement the principles, in 2010, David Anderson published a book introducing the idea of Kanban in the technology world. Kanban literally means card - it’s a signaling mechanism
- 40. Kanban 5 Steps toKanban - Visualize Workflow - Limit Work-in-Progress - Measure and Manage Flow - Make Process Policies Explicit - Use Models to Recognize Improvement Opportunities Tuesday, February 25, 14 But Kanban is also a system with five key properties that have been observed in teams which are successful with it. Those are
- 41. Kanban 5 Steps toKanban - Visualize Workflow - Limit Work-in-Progress - Measure and Manage Flow - Make Process Policies Explicit - Use Models to Recognize Improvement Opportunities Tuesday, February 25, 14
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- 44. Kanban 5 Steps toKanban - Visualize Workflow - Limit Work-in-Progress - Measure and Manage Flow - Make Process Policies Explicit - Use Models to Recognize Improvement Opportunities Tuesday, February 25, 14
- 45. Tuesday, February 25,14 WIP Limits, Expedite Lanes, Queues
- 46. Kanban 5 Steps toKanban - Visualize Workflow - Limit Work-in-Progress - Measure and Manage Flow - Make Process Policies Explicit - Use Models to Recognize Improvement Opportunities Tuesday, February 25, 14
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- 48. Kanban 5 Steps toKanban - Visualize Workflow - Limit Work-in-Progress - Measure and Manage Flow - Make Process Policies Explicit - Use Models to Recognize Improvement Opportunities Tuesday, February 25, 14
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- 50. Kanban 5 Steps toKanban - Visualize Workflow - Limit Work-in-Progress Systems Thinking - Measure and Manage Flow Theory of Constraints - Make Process Policies Explicit Muda (Waste) - Use Models to Recognize Improvement Opportunities Tuesday, February 25, 14
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- 58. Recreating Scrum with Kanban Sprint Planning (2Weeks) 1 Week! 2 Weeks! 2 Weeks! (2 Weeks) Sprint Demo Velocity 2 Week Sprint Retros (2 Weeks) On Demand! 2 Weeks! http://blog.coryfoy.com/2011/07/recreating-scrum-using-kanban-and-explicit-policies/ Tuesday, February 25, 14
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- 60. Tuesday, February 25,14 What about standups? The board answers our questions, so the standups become about focusing on flow, since everything else is visualized (Inventory in UAT)
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