Scrumban

What is Scrumban ?
Altuğ B. Altıntaş - @altugaltintas
info@agilekanban.istanbul Twitter: @agilekanban
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2010 - Toyota Motor Europe
2013 - Accredited Kanban Trainer and Coach
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Basics
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Machine
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MachineGoals
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MachineGoals Outcomes
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Design
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Design People
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Lean
● Muri (smooth flow)
○ Don’t overload the process
● Mura (no stress)
○ Keep the flow even
● Muda (waste)
○ Remove non value adding activities
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Lean SW development
● Remove waste
● Deliver as fast as possible
● Decide as late as possible
● Empower the team
● Build quality in
● See the whole
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Agile Manifesto
1. individuals and interactions
over processes and tools
2. working software
over comprehensive documentation
3. customer collaboration
over contract negotiation
4. responding to change
over following a plan
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Agile
Reducing Risk
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Why Toyota is so successful ?
Five “whys” ...
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JIDOKA
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Kanban
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Mike Rother
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Mike Rother
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Lean 2.0 = Improvement Kata
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Lean 2.0 = Toyota Kata = Scientific thinking
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Kanban Kanban Method
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Kanban Method
Management method that provides
diagnostic methods so that you to find and
apply your own treatment.
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Kanban Method : Service Delivery Principles
1. Understand and focus on the customer’s
needs and expectations.
2. Manage the work; let workers self-organize
around it.
3. Regularly review the network and its policies
to improve outcomes
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Kanban Method: Change Management Principles
1. Start with what you do now.
2. Gain agreement to pursue improvement
through evolutionary change.
3. Encourage acts of leadership at all levels.
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Kanban Method: Kanban practices
1. Visualize (the work, workflow and business risks)
2. Limit WIP
3. Manage Flow
4. Make Policies Explicit.
5. Implement Feedback Loops.
6. Improve Collaboratively, Evolve Experimentally
(using models & the scientific method)
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Scrumban
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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
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Effectively Posit Science’s products were computer games
which were prescribed like drugs. They exercised and
retrained neural pathways in the “patient” who played the
game perhaps 15 minutes each day
Posit Science has intellectual property providing
solutions to brain aging problems such as
declining peripheral vision
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During the “stealth” period it was necessary to develop some
discipline in order to complete their new product
Scrum was adopted as
the development process.
Rally Software’s product
was adopted as a
planning & tracking tool
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Productivity
Time
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Everything worked
very well initially.
Scrum really helped
the firm deliver its
early product
Meanwhile, the original startup capital was beginning
to run out. There was pressure to generate revenue
and chase sales
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Productivity
Time
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Customers reported bugs and asked for more features.
Senior executives wanted to expand into
new product lines & new markets
After the new product suite was released,
the environment began to change.
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Productivity
Time
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Problems started to develop using Scrum. There was
constant pressure to break the boundaries of the
sprint and accept late breaking work
Agile coaches insisted
that the problem was
with Posit Science and
that they simply weren’t
doing Scrum properly
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Productivity
Time
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Posit Science people believed
they were reacting to the
environment around them and
“doing Scrum properly” wasn’t a
viable suggestion
The project manager began looking
for alternatives…
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Kanban was chosen as a way forward
A rudimentary version of the
STATIK method was used to
understand the current
situation
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STATIK(Systems Thinking Approach to Introducing Kanban)
1. Understand what makes the service “fit for purpose”
2. Understand sources of dissatisfaction regarding
current delivery
3. Analyze sources of and nature of demand
4. Analyze current delivery capability
5. Model the service delivery workflow
6. Identify & define classes of service
7. Design the Kanban system
8. Socialize info@agilekanban.istanbul Twitter: @agilekanban
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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
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Full Kanban implementation met with resistance
People resisted the
suggestion to
implement a pull
system and eliminate
sprints
A simple
proto-Kanban
system was agreed
There was motivation to relieve the developers of what they
felt was an overburdened, abusive environment.
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info@agilekanban.istanbul Twitter: @agilekanban 47

Sunk Cost Fallacy Effect
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Initial “Kanban” adoption – October 2008
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
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O
P
R
N
M
L
J
Initial Proto-Kanban Board
Done
F
H E
C
A
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
B
Backlog User Stories
3 items per person WIP limit was
adopted. Collaboration on items is
encouraged
A proto-Kanban board was
developed based on the existing
Scrum board
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After 6 Months of Proto-Kanban…
Proto-Kanban didn’t resolve many
problems other than providing some
relief from overburdening but it gave
the team a rich language for
expressing their frustrations
Six to Nine months of proto-Kanban
engaged people emotionally and
motivated them for the next level of
change
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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
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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
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Transition to “flow” – August 2009
BEFORE AFTER
Iterations ✓ ✕ Flow & SLA
Sprint planning ✓ ✕ Triggered, per feature
Demo ✓ ✓ Calendar
Retrospective ✓ ✓ Calendar
Estimation ✓ By Story ✓ By Feature per SLA
Other More detailed workflow
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Board
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Board
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Transition to “flow” – August 2009
BEFORE AFTER
Iterations ✓ ✕ Flow & SLA
Sprint planning ✓ ✕ Triggered, per feature
Demo ✓ ✓ Calendar
Retrospective ✓ ✓ Calendar
Estimation ✓ By Story ✓ By Feature per SLA
Other More detailed workflow
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info@agilekanban.istanbul Twitter: @agilekanban 59

Altuğ B. Altıntaş |
altug@agilekanban.istanbul
Follow
procedure
& improve
Panic &
RegressOrganizational
Maturity
Model
60

Thank You !
Altuğ B. Altıntaş - @altugaltintas
61

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