Scrumban is a pragmatic approach that applies Kanban principles to Scrum in order to evolve Scrum systems into more adaptive and business-focused systems. The document describes how a large bank, Mammoth Bank, evolved its agile practices from Scrum to Scrumban over multiple iterations. It implemented practices like limiting work-in-progress, visualizing workflow, and continuous flow to improve predictability, productivity, and alignment with business goals. Systems thinking principles like A3 problem solving and recognizing systems as complex and dynamic were also applied to further refine processes.
Agile India 2016 Keynote - The Lean-Agile Enterprise Awakens- Scalable and Mo...Richard Knaster
New competitive threats often require organizations to build increasingly complex, interconnected and sophisticated software and systems, faster, better and cheaper. Most organizations are not equipped to meet this new challenge! Meanwhile small, nimble competitors, like Airbnb and Uber are taking a big bite on the profits of the giants.
So what’s the answer? What have we learned in the past decade from our adventures in agile and our attempts at scaling? What does the future hold?
In this talk, Richard Knaster, Principal Consultant and SAFe Fellow, discusses a more scalable and modular lean-agile approach that enables even the largest enterprises to compete with smaller and nimbler competitors that are disrupting companies in all industries. Richard is a Principal Contributor to the Scaled Agile Framework and previously worked at IBM where his roles included Chief Agile Methodologist. World Wide Agile Practice Manager and various product management roles in the Rational Brand.
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFeRichard Knaster
The shift towards Lean-Agile approaches for software and systems development continues to grow at an accelerated rate. As a result, the opportunities for Project Managers in the midst of this transition have never been greater. Over 70% of the Fortune 100 are using the Scaled Agile Framework® (SAFe®) to implement Lean-Agile practices. In this webinar, SAFe Fellow Richard Knaster (PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (PMP, PMI-ACP) will outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as: - Scope management - Time management - Cost management - Quality management - Risk management There will be an opportunity for Q&A at the end of the presentation.
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
These slides--based on the webinar featuring leading IT analyst firm Enterprise Management Associates (EMA) and IBM--reveal the challenges of managing today’s complex IT environments and the benefits associated with moving to a true hybrid IT management approach.
Measuring What Matters in Your Agile TransformationBrad Swanson
So you’ve decided to “go Agile”. Why? How can you clearly articulate the business goals of your agile transformation, and how can you effectively measure your progress and success?
We will show how to use the Agile Strategy Map™ to define your Agile transformation strategy, and give real-world examples of strategies used successfully by many organizations. Participants will get practice using the Strategy Map and identifying some metrics that matter.
Before starting the journey to becoming an agile organization, it’s critical to define your business objectives: quality, time to market, productivity, customer satisfaction, innovation, employee engagement, or whatever challenges you need to address. To make those goals real, they need to be measurable. Because the journey may be long, you need both leading indicators to know if you’re going in the right direction, and lagging indicators to tell if your goals have been met.
Five Steps to a More Agile Organization: Adopting Agility at ScaleLitheSpeed
While agile methods have become mainstream, agile organizations have not. Perhaps several development teams have had great results from a method like Scrum, but as soon as you begin to scale the effort up, the inertia of a fundamentally waterfall-oriented organization becomes painfully apparent. This is where many companies find themselves today. This webinar will address some key tips to driving agility beyond technology groups and making an entire company more adaptive and responsive.
Technical Debt: A Management Problem That Requires a Management SolutionScott W. Ambler
The primary cause of technical debt in your organization is very likely your managers – not your programmers nor your architects. The management desire to be “on time and on budget” often motivates deployment of poor-quality assets and rarely leaves room for investment in long-term quality. Although technical professionals may readily realize this problem managers often do not, or if they do they don’t view technical debt as a priority. It is time for a change.
This presentation explores the root causes of technical debt within organizations, many of which trace back to the management mindset and the strategies that result from it. Just like the technical challenges of addressing technical debt must be addressed by technical solutions, the management challenges of technical debt must be addressed by management solutions. It works through how to make leadership aware of technical debt and its implications, how to evolve your management practices to avoid and address technical debt, and enterprise-level strategies to embed technical debt thinking and behaviors into your culture. Results from industry research are shared throughout.
Scrum, XP, and Kanban have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale to challenges of building enterprise class software systems. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization- and enables realization of enterprise-class product or service initiatives via aligned and cooperative solution development.
In this talk, Dean Leffingwell describes how to accomplish this with the Scaled Agile Framework, a publicly - accessible knowledge base of proven Lean and Agile practices for enterprise-class software development. He approaches the problem from the perspectives of Lean thinking and principles of product development flow, illustrating how these core principles help deliver business results at scale, while keeping the development system - and the enterprise - lean and responsive to rapidly changing market needs. And since winning is more fun, he’ll also describe some of the personal benefits that come when teams master the art of delivering better enterprise-class software, at an ever faster pace.
Agile Center of Excellence : Presented by Rahul Sudame oGuild .
When any organization plans to move to Agile methodology, it needs to plan multiple initiatives for successful transition. One of the important initiative would be building an Agile Center of Excellence, a team which would support for consistency of Agile implementation across the organization. The Agile CoE we built worked on multiple aspects such as:
Defining organization-wide Agile methodology, tailoring it as per organization environment if required.
Build knowledge of Agile across the organization.
Supporting the team members with any ongoing queries.
Support in building required Tools and Templates required implementing Agile.
Assessing Agile implementation of different projects, identifying any gaps or improvement areas.
This session covered practical experience of how we built a successful Center of Excellence, which become a big enabler for successful Agile transformation.
Scrumban Demystified. Talk from Agile New England.
A few of the Scrumban Evolutions from Mamamoth bank from the upcoming book on Scrumban.
More excerpts can be found at facebook.com/scrumban
Learn more at scrumban.io
Do you have a case study of applying the Kanban Method in a Scrum context. We want to learn more from your experiments and results. Contact us at info@codegenesys.com
Agile India 2016 Keynote - The Lean-Agile Enterprise Awakens- Scalable and Mo...Richard Knaster
New competitive threats often require organizations to build increasingly complex, interconnected and sophisticated software and systems, faster, better and cheaper. Most organizations are not equipped to meet this new challenge! Meanwhile small, nimble competitors, like Airbnb and Uber are taking a big bite on the profits of the giants.
So what’s the answer? What have we learned in the past decade from our adventures in agile and our attempts at scaling? What does the future hold?
In this talk, Richard Knaster, Principal Consultant and SAFe Fellow, discusses a more scalable and modular lean-agile approach that enables even the largest enterprises to compete with smaller and nimbler competitors that are disrupting companies in all industries. Richard is a Principal Contributor to the Scaled Agile Framework and previously worked at IBM where his roles included Chief Agile Methodologist. World Wide Agile Practice Manager and various product management roles in the Rational Brand.
Opportunities for Project Managers in the Lean-Agile Enterprise with SAFeRichard Knaster
The shift towards Lean-Agile approaches for software and systems development continues to grow at an accelerated rate. As a result, the opportunities for Project Managers in the midst of this transition have never been greater. Over 70% of the Fortune 100 are using the Scaled Agile Framework® (SAFe®) to implement Lean-Agile practices. In this webinar, SAFe Fellow Richard Knaster (PMP, PMI-ACP) and SAFe Senior Program Consultant Trainer Dr. Steve Mayner (PMP, PMI-ACP) will outline the opportunities for Project Managers within the context of SAFe, as well as how SAFe addresses core PMI knowledge areas such as: - Scope management - Time management - Cost management - Quality management - Risk management There will be an opportunity for Q&A at the end of the presentation.
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
These slides--based on the webinar featuring leading IT analyst firm Enterprise Management Associates (EMA) and IBM--reveal the challenges of managing today’s complex IT environments and the benefits associated with moving to a true hybrid IT management approach.
Measuring What Matters in Your Agile TransformationBrad Swanson
So you’ve decided to “go Agile”. Why? How can you clearly articulate the business goals of your agile transformation, and how can you effectively measure your progress and success?
We will show how to use the Agile Strategy Map™ to define your Agile transformation strategy, and give real-world examples of strategies used successfully by many organizations. Participants will get practice using the Strategy Map and identifying some metrics that matter.
Before starting the journey to becoming an agile organization, it’s critical to define your business objectives: quality, time to market, productivity, customer satisfaction, innovation, employee engagement, or whatever challenges you need to address. To make those goals real, they need to be measurable. Because the journey may be long, you need both leading indicators to know if you’re going in the right direction, and lagging indicators to tell if your goals have been met.
Five Steps to a More Agile Organization: Adopting Agility at ScaleLitheSpeed
While agile methods have become mainstream, agile organizations have not. Perhaps several development teams have had great results from a method like Scrum, but as soon as you begin to scale the effort up, the inertia of a fundamentally waterfall-oriented organization becomes painfully apparent. This is where many companies find themselves today. This webinar will address some key tips to driving agility beyond technology groups and making an entire company more adaptive and responsive.
Technical Debt: A Management Problem That Requires a Management SolutionScott W. Ambler
The primary cause of technical debt in your organization is very likely your managers – not your programmers nor your architects. The management desire to be “on time and on budget” often motivates deployment of poor-quality assets and rarely leaves room for investment in long-term quality. Although technical professionals may readily realize this problem managers often do not, or if they do they don’t view technical debt as a priority. It is time for a change.
This presentation explores the root causes of technical debt within organizations, many of which trace back to the management mindset and the strategies that result from it. Just like the technical challenges of addressing technical debt must be addressed by technical solutions, the management challenges of technical debt must be addressed by management solutions. It works through how to make leadership aware of technical debt and its implications, how to evolve your management practices to avoid and address technical debt, and enterprise-level strategies to embed technical debt thinking and behaviors into your culture. Results from industry research are shared throughout.
Scrum, XP, and Kanban have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale to challenges of building enterprise class software systems. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization- and enables realization of enterprise-class product or service initiatives via aligned and cooperative solution development.
In this talk, Dean Leffingwell describes how to accomplish this with the Scaled Agile Framework, a publicly - accessible knowledge base of proven Lean and Agile practices for enterprise-class software development. He approaches the problem from the perspectives of Lean thinking and principles of product development flow, illustrating how these core principles help deliver business results at scale, while keeping the development system - and the enterprise - lean and responsive to rapidly changing market needs. And since winning is more fun, he’ll also describe some of the personal benefits that come when teams master the art of delivering better enterprise-class software, at an ever faster pace.
Agile Center of Excellence : Presented by Rahul Sudame oGuild .
When any organization plans to move to Agile methodology, it needs to plan multiple initiatives for successful transition. One of the important initiative would be building an Agile Center of Excellence, a team which would support for consistency of Agile implementation across the organization. The Agile CoE we built worked on multiple aspects such as:
Defining organization-wide Agile methodology, tailoring it as per organization environment if required.
Build knowledge of Agile across the organization.
Supporting the team members with any ongoing queries.
Support in building required Tools and Templates required implementing Agile.
Assessing Agile implementation of different projects, identifying any gaps or improvement areas.
This session covered practical experience of how we built a successful Center of Excellence, which become a big enabler for successful Agile transformation.
Scrumban Demystified. Talk from Agile New England.
A few of the Scrumban Evolutions from Mamamoth bank from the upcoming book on Scrumban.
More excerpts can be found at facebook.com/scrumban
Learn more at scrumban.io
Do you have a case study of applying the Kanban Method in a Scrum context. We want to learn more from your experiments and results. Contact us at info@codegenesys.com
By Ballu Singh, Solutions Architect AWS
The AWS Well-Architected framework was developed to help cloud architects build the most secure, high-performing, resilient, and efficient infrastructure possible for their applications. Composed of 5 pillars – operational excellence, security, reliability, performance efficiency, and cost optimization – this framework provides a consistent approach to evaluate architectures, and provides guidance to help implement designs that will scale with your application needs over time.
This workshop teaches you how to put that framework into practice. You’ll learn strategies for building stable and efficient systems. Then you’ll apply that knowledge through a series of team exercises, comparing a sample architecture against our best practices, and assessing how Well-Architected it is against each pillar.
The AWS Well-Architected Framework enables customers to make informed decisions about their architecture in a cloud-native way and understand the impact of design decisions that are made. The Framework is composed of 5 pillars (Operational Excellence, Security, Reliability, Performance Efficiency, and Cost Optimization), design principles and questions. It provides strategies & best practices for architecting in the cloud.
The AWS Well-Architected Bootcamp allows you to put the Framework into practice. We will provide an introduction to the Well-Architected Framework, walk through a sample architectural example, and give you a chance to apply the Framework to the sample architecture while using the AWS knowledge of you and your team.
2021 marks the 20 anniversary of the Agile Manifesto. Yet many organizations are still struggling to clearly improve value delivery for their customers. In this talk Scott Ambler and Mark Lines explain why agile has struggled in the past and what we can do about it. Go beyond agile rhetoric, agile methods and frameworks and learn how to optimize agility for your situation, not others. We can do better, and it is not difficult. Disciplined Agile can help. The journey starts with an investment in learning, optimizing for your situation, and then removing obstacles to accelerate delivery and delight your customers.
Many of us will chose to implement Agile, yet only a small minority of companies will realize its true benefits. We risk our reputations, our company resources, and sometimes even our careers to make the switch. Despite the risks involved, the potential rewards of; predictable release cycles, higher quality solutions, and re-energized teams are still worth it. In this executive briefing we will review case studies of Agile transformations and learn what can be done to ensure our success.
Rethinking an organization in an Agile manner is a challenge that affects every organizational aspects and is surrounded by risks that must be appropriately managed.
Beyond the used methodologies and frameworks, the goal is always to develop a mindset that allows the organization to " stand on their own feet" and embrace antifragility.
In this talk we will describe a concrete transformation experience in a company working on the medical sector, with the operational office in Italy, and how it has been completely revolutionized. We will talk about successful changes and the less fortunate experiments, how the company developed its Way of Working (WoW) in agile manner, even going so far as to reorganize of the internal physical spaces. We will also take a look at how the aspects of the Program were developed: from the Portfolio to the Risk Management System, up to the revision of the Quality procedures.
Agile Lean Europe 2018 - Zurich, 22-24 August 2018. What is an Agile Organization and how transform your company in an Agile Organization with Scrum@Scale.
This is the talk I am doing at the 2010 SQE Better Software/Agile Development Practices Conference in Vegas this week. Not much new, but this is a combination of several ideas from many of my existing presentations.
This presentation has been compiled using material available in public domain. Copyrights of the owners and sources of the material used has been duly acknowledged.
Moving to DevOps the Amazon Way (DEV210-R1) - AWS re:Invent 2018Amazon Web Services
DevOps is currently one of the most sought after engineering models. One reason is that it helps enterprise transformations. The Amazon transformation to DevOps was born out of the desire to be even more customer obsessed, more agile, and more innovative. Come and learn from our journey as we share the playbook that helped us successfully implement and adopt DevOps as well as the lessons we learned the hard way.
It was repeatedly observed that as the number of Scrum teams within an organization grew, two major issues emerged:
* The volume, speed, and quality of their output (working product) per team began to fall, due to issues such as cross-team dependencies, duplication of work, and communication overhead.
* The original management structure was ineffective for achieving business agility. Issues arose like competing priorities and the inability to quickly shift teams around to respond to dynamic market conditions.
In this presentation I will show you how to counteract these issues, using Scrum@Sclae framework for effectively coordinating multiple Scrum teams was clearly needed which would aim for the following:
* Linear scalability: A corresponding percentage increase in delivery of working product with an increase in the number of teams.
* Business agility: The ability to rapidly respond to change by adapting its initial stable configuration.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
FIDO Alliance Osaka Seminar: The WebAuthn API and Discoverable Credentials.pdf
Scrumban
1. SCRUMBAN AND A3 THINKING
DEMYSTIFIED
FOR AGILE NEW ENGLAND
Ajay Reddy
Official Licensed Material Copyright CodeGenesys, LLCajay@codegenesys.com | @ajrdy
2. Official Licensed Material Copyright CodeGenesys, LLC
What Scrum and Scrumban are not
ajay@codegenesys.com | @ajrdy
3. Topics
• Why and What Scrumban
• Scrumban Foundations and Evolutions at
Mammoth Bank
• Scrumban measurements (Optional)
Official Licensed Material Copyright CodeGenesys, LLCajay@codegenesys.com | @ajrdy
4. Section 1 of 3
Official Licensed Material Copyright CodeGenesys, LLC
Why and what Scrumban
ajay@codegenesys.com | @ajrdy
5. Official Licensed Material Copyright CodeGenesys, LLC
VersionOne’s State of Agile across the
industry
ajay@codegenesys.com | @ajrdy
7. Official Licensed Material Copyright CodeGenesys, LLC
75% of organizations using Scrum will not succeed in
getting the benefits that they hope for from it.“
“
-Ken Schwaber
ajay@codegenesys.com | @ajrdy
8. Why Scrumban
managing variability in knowledge
Improves predictability
imposes no prescribed process
destination
provides more natural and
contagious mechanisms for
scaling improvements across an
enterprise
can germinate from anywhere
within an organization
product / organization
management features into the mix
such as risk, value & cost.
Official Licensed Material Copyright CodeGenesys, LLCajay@codegenesys.com | @ajrdy
9. Mammoth Bank
Mammoth Bank is a large national (international) bank
headquartered somewhere in the US.
It has a very large IT organization (several thousand strong)
spread across multiple locations, including several offshore
partners.
ajay@codegenesys.com | @ajrdy Official Licensed Material Copyright CodeGenesys, LLC
10. History and current
state of Agile
transformation
3 revision of Agile transformation
In 2013, the bank was faced with
several difficulties:
Disruptive change not
working
Premature Success declared
Coaching with inadequate
results
Some improvements clearly
presentajay@codegenesys.com | @ajrdy Official Licensed Material Copyright CodeGenesys, LLC
11. Vague and False impressions
ajay@codegenesys.com | @ajrdy Official Licensed Material Copyright CodeGenesys, LLC
14. Scrumban Definition
Official Licensed Material Copyright CodeGenesys, LLC
Scrumban is the Kanban method applied to
Scrum as the starting and underlying
process framework.
ajay@codegenesys.com | @ajrdy
15. 4 Principles
• Start with what you do now
• Agree to pursue incremental, evolutionary change as opportunities are
discovered
• Respect current process, roles, responsibilities and titles
• Encourage acts of leadership at all levels of the organization
6 Practices
• Visualize
• Limit WIP (‘kanban’)
• Manage flow
• Make policies explicit
• Develop feedback mechanisms at the workflow, inter-workflow and
organizational levels
• Improve collaboratively, evolve experimentally (using models and the scientific
method)
The Kanban Method
ajay@codegenesys.com | @ajrdy Official Licensed Material Copyright CodeGenesys, LLC
16. Scrumban Definition
Official Licensed Material Copyright CodeGenesys, LLC
S c r u m b a n i s a p r a g m a t i c a n d
entrepreneurial application of The
Kanban Method to Scrum, using scientific
management theories often resulting in a
continuing evolution of Scrum based
systems into business valued, service
oriented, Agile, Lean and adaptive
systems at a pace moderated by the
thinking systems.
Scrumban is the Kanban method applied to
Scrum as the starting and underlying
process framework.
ajay@codegenesys.com | @ajrdy
17. Scrumban
False Hybrids and
common ‘macro’ evolutions
“Scrum in Kanban”
“Kanban in Scrum”
Scrumban is not a process
process framework or a process
destination!
Official Licensed Material Copyright CodeGenesys, LLCajay@codegenesys.com | @ajrdy
18. Scrum’s iteration/sprint
is an instance of
Kanban’s synchronized
two phased commit.
Official Licensed Material Copyright CodeGenesys, LLCajay@codegenesys.com | @ajrdy
19. Scrumban Definition
Official Licensed Material Copyright CodeGenesys, LLC
S c r u m b a n i s a p r a g m a t i c a n d
entrepreneurial application of The
Kanban Method to Scrum, using scientific
management theories often resulting in a
continuing evolution of Scrum based
systems into business valued, service
oriented, Agile, Lean and adaptive
systems at a pace moderated by the
thinking systems.
Scrumban is the Kanban method applied to
Scrum as the starting and underlying
process framework.
ajay@codegenesys.com | @ajrdy
20. Official Licensed Material Copyright CodeGenesys, LLC
Some common examples of change
( not comprehensive):
• Flow within an iteration (Two
phased synchronized commit)
• Iteration planning
• Prioritization
• Role definitions
• MVP/MMF and Release planning
• Spikes
• Story points (not official part of
Scrum)
• Budgeting
• Epics and story break down
ajay@codegenesys.com | @ajrdy
21. Section 2 of 3
Official Licensed Material Copyright CodeGenesys, LLC
Scrumban evolutions
ajay@codegenesys.com | @ajrdy
22. The Old Model (18th-20th Century)
Managers
Process
Workers
Process
Coaches
Designs
Or
DefinesImposes
Follow
Assign
Workers
To Tasks
Source: David Anderson, Agile Russia
ajay@codegenesys.com | @ajrdy Official Licensed Material Copyright CodeGenesys, LLC
23. The New Model (21st Century)
Managers
ProcessWorkers Process
Coaches
Facilitate
learning
Control
&
Evolve
Policies
Source: David Anderson, Agile Russia
ajay@codegenesys.com | @ajrdy Official Licensed Material Copyright CodeGenesys, LLC
24. RAD Group
Significantly delayed development of a consumer-facing mobile
application.
Bank was beginning to rapidly lose customers to other institutions.
5 separate team of 6-7 members each
ajay@codegenesys.com | @ajrdy Official Licensed Material Copyright CodeGenesys, LLC
25. Sam’s Team
• Product Back log/Iteration back log/User stories
• Sprints Burn downs and Burn ups
• Scrum master, product owner, Agile coach
• Push model- assignments
• Consensus based points estimation
• Priority determined by product owner
Mastery Level !
A3 Thinking
Cynefin
Systems thinking
Long-Tail
Learning Evolutions
Starting
Conditions
Predictability/Reliability
Business effectiveness of
results
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26. Mobilize
The Kick start framework
Sources of dissatisfaction and
Defining Purpose & Success
Criteria
Who are our customers
Demand and capability Analysis
Basic Management
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27. Moblize
• work items / work cards (user
stories)
• work size estimate (story points)
• definition of done
• daily standups
• work type
• workflow
• pull
• ready / buffer columns
• blockers
• classes of service
• capacity allocations (explicit
WIP limits) [Proto kanban]
Already Familiar to Scrum Teams
New Concepts
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28. System 1 (Sam’s Team)
Product
Backlog
Iteration
Commitment To do Doing Release Done
Learning Evolutions
Source
Des*na*on
DoD
Mastery Level !
A3 Thinking
Cynefin
Systems thinking!
Long-Tail Priorities
- Standard
- Bug Fix
Iden%fied
Recogni*on
of
need
for
understanding
demand
and
capability
What
is
the
nature
of
demand
from
them?
Defini*on
of
done
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31. Systems Thinking
Dynamic systems
Amplifying or Dampening
Causal effects, Cascading effects
Changing systems
Skepticism
Complexity within Lateral
Thinking
Lean toward the weightier
understanding of the collecting of
the system
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32. System 1 (Sam’s Team)
Iteration
Backlog Analysis Develop Test Deploy Done
Learning Evolutions
Mastery Level !
A3 Thinking
Cynefin
Systems thinking !
Long-Tail
DoD DoD DoD- Standard
- Bug Fix
How
works
is
done
Customers
Iden*fied
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33. Thinking Systems
Creates an adaptive capability in
your organization
Enables adaptability in your
business processes to respond
successfully to changes in your
business environment
Toyota’s quality circles
• Optional
• Collaborative
• Focused
• Empirical
• Common method
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Toyota’s culture and adaptive capability's
outcome
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34. A3
PDCA - a basic element of the Total
Quality Management movement.
The power of A3 reports and the
thinking behind them requires a good
grasp of the Plan-Do-Check-Act
(PDCA)
The PDCA cycle simply follows the steps of
the scientific method:
Plan is developing a hypothesis and
experimental design;
Do is conducting the experiment;
Check is collecting measurements; and
Act is interpreting the results and taking
appropriate action.
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Logical
Objective
Means and ends important
Synthesis and presentation
Coherence-Continuity
37. System 1 (Sam’s Team) 6 Weeks
Analysis Develop Test Deploy
Learning Evolutions
Mastery Level !!
A3 Thinking !
Cynefin
Agile Budgeting
Long-Tail
DoD DoD DoD- Standard
- Bug Fix
Doing Done Doing Doing ReadyDone Done Done
DoD
Iteration
Backlog
Ready
• Visualiza*on
aided
sharing
of
learnings
with
others-‐
Collabora*on
gains
• Adopted
Buffer
Lanes
• Not
handoffs
but
discovery
of
informa*on
• Lean
Coffee
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38. Effect of “Long Tail” on
Business alignment of the
system
• Changes in Product Owner
Options and Priorities – Niche
features, Potential Value, Risk
of
• Change Budgeting?
Differentiators, Spoilers, Cost
Reducers, Table Stakes
Innovative, Major Growth Market,
Cash Cow
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39. System 1 (Sam’s Team) 4 Months
Learning Evolutions
Mastery Level !!!
A3 Thinking !!
Cynefin
Agile Budgeting
Long-Tail !!
DoD DoD DoD- Standard
- Bug Fix
Doing Done Doing Doing ReadyDone Done Done
DoD
§ Adopted Classes of Service & WIP Limits based on
experience shared by Bala’s team.
§ Collaborated with Bala’s team to apply A3 Thinking to
problem of business needing to release features to the
market as soon as possible.
§ Identified Continuous Flow & Modified Deployment mode as
solution (and successfully negotiated with the product
owner and other dependencies).
Analysis 3 Develop
3
Test 4 DeployBacklog
Doing Done Doing Doing ReadyDone Done
Ad Hoc
Standard
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S
S
S
S
D
D
D
40. System 4 (Sri’s Team)
Analysis Develo
p
Test Deploy Done
Learning Evolutions
D
Mastery Level !
A3 Thinking
Cynefin
Agile Budgeting
Long-Tail !
DoD DoD DoD- Standard
- Bug Fix
Iteration
Backlog
• Still practicing basic Scrum and using its
visualization as a task board.
• Applying Team 1’s Long-Tail to prioritize
backlog items because it was mandated
by team leader.
C
S
8 Weeks
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Differentiators, Spoilers, Cost
Reducers, Table Stakes
41. Scrumban system as a Queuing system
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Source: Dimitar Bakardzhiev
42. Applying Little’s law
Departure rate
approximately equals arrival
rate (λ).
No work items that get lost or
never depart from the system.
It can be applied at an
iteration level of a project or
continuous flow.
Little’s Law holds in case of a project:
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44. Basic Sprint/Release
Planning with Little’s
law
We can calculate WIP to deliver for a
particular lead time using the formula:
(Use with much care - Use qualitatively to
influence/learn not make commitments)
WIPt = LTt
N
T
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45. Managing uncertainty
when planning a
project
Account for the first and third legs of
the Z-curve
Account for Dark Matter
Account for Failure load
Uncertainty is reduced by aggregation. When
calculating Project lead time we need to
account for the uncertainty in terms of:
Source: Dimitar Bakardzhiev
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46. On managing
uncertainty
Size Buffer
.
Scope Buffer
Time Buffer
Skills Buffer
Buffer Management
Focus on median lead time
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47. System 2 (Bella’s Team) 8 Weeks
Learning Evolutions
Mastery Level !!
A3 Thinking
Cynefin
Agile Budgeting
Long-Tail !
DoD DoD DoD- Standard
- Bug Fix
Doing Done Doing Doing ReadyDone Done Done
DoD
• Sharing its learnings with others, & applying
Team 1’s Long-Tail to prioritize backlog items.
• Adopted Buffer Lanes. WIP Limits & Classes
of Service to differentiate ad hoc work
requests.
• Unique in its efforts to plan with higher
confidence Little’s Law.
Analysis 3 Develop 3 Test 4 Deploy
Iteration
Backlog
Doing Done Doing Doing ReadyDone Done
Ad Hoc
Standard
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48. System 2 (Bella’s Team) 4 Months
Learning Evolutions
Mastery Level !!!
A3 Thinking !
Cynefin !
Agile Budgeting
Long-Tail !
DoD DoD DoD
Doing Done Doing Doing ReadyDone Done Done
DoD
Analysis 3 Develop 3 Test 4 DeployBacklog
Doing Done Doing Doing ReadyDone Done
URGENT
STANDARD
Waiting
Simple
Complicate
dComplex
Chaotic
StdBug
s
• Little’s Law used to influence time
expectation
• Collaborated with Sameer’s team on
A3 Thinking to adopt Continuous Flow
& Modified Deployment
• Adopted Cynefin framework from
Jivan’s team. Substituted Urgent class
of service for Ad Hoc items.
• Added “waiting area” to visualize time
spent waiting on outside
dependencies.
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49. System 5 (Raj’s Team)
Analysis Develop Test Deploy
Learning Evolutions
Mastery Level !
A3 Thinking
Cynefin
Agile Budgeting
Long-Tail !
DoD DoD DoD- Standard
- Bug Fix
Doing Done Doing Doing ReadyDone Done Done
DoD
• Adopted Buffer Lanes
Iteration
Backlog
Ready
4 Months
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50. System 1 (Sam’s Team) 6 Months
Learning Evolutions
D
Mastery Level !!!
A3 Thinking !!
Cynefin !
Agile Budgeting
Long-Tail !!!
Doing Done Doing Doing ReadyDone Done Done
S
Analysis 3 Develop
3
Test
4
DeployBacklog
Doing Done Doing Doing ReadyDone Done
URGENT
STANDARD
Simple
Complicated
Complex
Chaotic
Std
Doing Done Doing Doing ReadyDone DoneFIXED/ INT
• Adopted application of Cynefin
framework & Classes of Service
from Jivan’s & Bala’s teams.
• Adopts planning & forecasting with
Little’s Law including Buffering.
S
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S
S
S
S
D
D
D
D
51. Design Thinking
Design thinking has come to be defined as combining
empathy for the context of a problem, creativity in the
generation of insights and solutions, and rationality in
analyzing and fitting various solutions to the problem
context.
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52. Design Thinking
Board Design
Policy
Distribute teams
Electronic Tools
Design Thinking is "matching people’s
needs with what is technologically feasible
and viable as a business strategy"
Consider
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53. Design Thinking
Uncluttered
Up to Date at all times
Universal
Uniform
Useful
‘5 U’ Boards
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54. Options Theory
Never commit early unless you know why“
“
- Olav Maassen
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55. Options Theory
Set your own constraints.
Review your options.
Collect information (and find more
options).
When an option is about to expire
review your constraints to see if
they are still valid.
Choose the best option based on
your current information at hand.
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56. Options Theory
“Iteration commitment”
“Cost of Delay” of releasing a
product
“Last Responsible Moment”
Consider
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57. System 2 (Bella’s Team) 6 Months
Doing 1 Done 1 Doing 1 Doing 1 ReadyDone 1 Done 1 Done
Analysis Develop Test DeployBacklog
Doing 2 Done 2 Doing 2 Doing 3 ReadyDone 2 Done
URGENT
STANDARD
Doing 1 Done 2 Doing 1 Doing 1 ReadyDone 2 DoneFIXED/ INT
• Expanded dependency waiting areas
to all effected phases.
• Negotiated SLAs with outside
dependencies to improve overall
system flow.
• Pull Decisions based on Options
Theory. Constraints are not static.
Waiting Waiting
WaitingWaiting
WaitingWaiting
Learning Evolutions
Mastery Level !!!
A3 Thinking !!
Cynefin !
Agile Budgeting
Long-Tail !
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58. Scrumban
False Hybrids and
common ‘macro’ evolutions
“Scrum in Kanban”
“Kanban in Scrum”
Scrumban is not a process
process framework or a process
destination!
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59. Scrumban Definition
Official Licensed Material Copyright CodeGenesys, LLC
S c r u m b a n i s a p r a g m a t i c a n d
entrepreneurial application of The
Kanban Method to Scrum, using scientific
management theories often resulting in a
continuing evolution of Scrum based
systems into business valued, service
oriented, Agile, Lean and adaptive
systems at a pace moderated by the
thinking systems.
Scrumban is the Kanban method applied to
Scrum as the starting and underlying
process framework.
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60. Do More
ScrumDo’s new product release
Scrumbando.com
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63. Section 4 of 4
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Scrumban fitness
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64. Measurements
Measuring the right things and giving it
the appropriate weight
Measuring with appropriate degree of
certainty
Making sense of the data- Discipline of
collection and Analysis
Why measure ?
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65. Official Licensed Material Copyright CodeGenesys, LLC
Any observed statistical regularity will tend to collapse
once pressure is placed
upon it for control purposes.
“ “
-Goodhart
Measurements
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66. Measurement types
• Qualification vs Quantification
• Nominal vs Ordinal
• Deterministic vs Probabilistic
• Domain specific vs Domain agnostic
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67. Scrumbando
• Lead Time
• Flow Efficiency
• Customer Lead Time
• Touch Time
• Takt Time
• LTH
• CFD
• Throughput
• Aging of WIP
• SLA Performance
• Due Date Performance
• Cause of Failure Load
• Blocked CFD
• Story Points CFD
• Points to Lead time
• More
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69. CFD
CFD
shows
the
quan**es
of
work
in
progress
(WIP)
at
each
stage
in
the
system.
CFD is a visual
representation of
Little’s Law.
Average
Lead
Time
=
Average
Work
in
Progress
/
Avg
Throughput
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70. Flow Efficiency
• Calculated as touch time against
lead time.
• It indicates how much room there
is for improvement by eliminating
waste without changing the
engineering methods.
5-40%
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71. SLA Performance
• Classes of Service spread risk
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72. Due Date Performance
• For Fixed Date class of service we should show
the answer of the question “Was the work item
delivered on time?”
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73. Successful outcomes
at Mammoth bank
Though not all groups ultimately
applied Scrumban to their way of
working, it was ultimately adopted by
the vast majority of teams within the
RAD Group, and had also begun to
spread to other groups across the
larger IT organization within a few
short months. It was recognized as a
a simple, easy-to-use, yet powerful
framework for identifying and
managing impediments to workflow.
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74. Official Licensed Material Copyright CodeGenesys, LLC
Successful outcomes
at Mammoth bank
Though the RAD Group did not make
up for all of its lost time on the mobile
banking app, it ultimately delivered the
second and final release just 5 weeks
past it’s original due date. As the first
release had been 10 weeks past its
due date, this was viewed as a major
achievement.
ajay@codegenesys.com | @ajrdy
75. Monitoring Projects
in flight
Planned Project lead time is the sum
of the calculated project length and a
project buffer
The two essential measurements of
project performance are the
percentage of the project completed
and the amount of the project buffer
consumed.
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76. Official Licensed Material Copyright CodeGenesys, LLC
The most important things cannot be measured“
“
-Deming, W. Edwards. Out of the Crisis.
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77. More
• How do roles, leadership work
out in Scrumban setups
• What are some other catalysts
in maturing
• Monte carlo simulations, Risk
calibration
• Lots of contributions from many
Scrum and Kanban leaders who
really understand Scrumban
Management
Modeling
Maturing
Scrumban.io
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