Adding rocket fuel to your Scrum

1. Scrum with Kanban
The DIRECTIOn of TRAVEL could be the perfect vision
increase frequency of feedback loops
prioritize with your capacity (throughput)
discover to deliver by adding lean UX
authentic scrum with authentic Kanban - scrum is uncompromised
Definition of workflow, four practices, four metrics
flow-based scrum events

2. What active work we should focus on or bring in today
How much work we’re comfortable doing at the same time
Our aspiration for more predictability
Visualizing:
relatively aged work
blocked work
dependencies, including those neither aligned nor acknowledged
The first practice is visualization of the workflow. The visualization of that workflow is essentially the
Kanban board. Kanban helps us optimize signaling to see what we need to do to help our work flow.
Focusing on the following allows us to navigate complexity more easily:
1st practice
Service Level Expectation: 6 days or less 85% of the time

3. The 2nd practice of limiting work in progress (WIP) tightens the Scrum Team’s focus, so they get the
Product Backlog items to Done sooner
This allows for slack time for thinking and unplanned eventualities
When the Scrum Team releases sooner, feedback loops also get tighter resulting in quicker inspection and
adaptation.
2nd practice
Service Level Expectation: 6 days or less 85% of the time

4. The 3rd practice of active management of work items in progress is about the Scrum Team addressing the
above signals
By reviewing what the Developers need to work on together today, they continually refresh their
thinking to address the complexity they’re facing.
3rd practice
Team 1 Team 2

5. The 4th practice is inspecting and adapting the team’s definition of workflow.
The Scrum Team can change the definition of workflow at any time, including which columns on the Kanban
board to add or remove.
However, the Scrum Team needs to strike a balance between allowing the system to settle to observe
trend changes following a policy change and adapting to the current reality by making multiple changes
in the definition of workflow.
4th practice
Service Level Expectation: 6 days or less 85% of the time

6. in Sprint planning, teams can use throughput or probabilistic forecasting to guide selecting the number
of items they can reasonably get Done in a Sprint
Flow-based events
Sprint Planning

7. In the Daily Scrum, a review of blockers and relative work item aging can help manage items in progress
towards the Sprint Goal
Flow-based events
Daily Scrum
Team 1 Team 2

8. sprint review - probabilistic forecasting can help manage expectations with its caveat that we’ll have a
more accurate forecast next week/Sprint/month
Flow-based events
Sprint Review

9. sprint retrospective encourages the Scrum Team to assess where work is getting stuck, the definition of
workflow, and monitor their aspiration for the service level expectations (SLE) against real-world data
Flow-based events
Sprint Retrospective

10. Kanplexity™
Kanban for Complexity™
x weeks rhythmic cycle
rhythmic replenishment
"Daily"
rhythmic Review
rhythmic retrospective
rhythmic retrosepctive
guide
team
crew
DIRECTIOn of TRAVEL
backlog
discover to deliver
authentic Kanban with Sprints for teams/crews and their guides
but no additional pressure for work to be finished at the end of each cycle
targeted at non-tech and non-software context
If the work is clear we don't need to talk about it, period
frequently check-in on the context to see if we need to change approach
For many teams Nexus, LESS and flight levels are go-to patterns