This document provides information on Scrumban, which is a hybrid agile approach that combines elements of Scrum and Kanban. It discusses why Scrumban works by starting with the current process and respecting existing roles while enabling gradual change. It also lists some of the top reasons why agile adoptions fail, such as not having a clear reason for changing or forcing top-down changes. The document then explores Kanban principles and practices and how they can be applied in a Scrum context. It provides examples of when and how Scrumban can be useful for teams.

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20 APRIL 2016
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FROM FAST FOOD TO FRENCHCUISINE
Scrumban
Pieter Rijken

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Clients
Contact
Pieter Rijken
Agile coach & trainer
KPN, ING, ANVA, Rabobank, Nationale
Nederlanden, Aegon
prijken@xebia.com
+31 6 83036743
pieterjrijken
@pieter_rijken

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Jasper Sonnevelt
Agile Consultant
jsonnevelt@xebia.com
+31 6 35118058
jaspersonnevelt
@jaspersonnevelt

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By: Daniel Burm

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Why did the approach work?
• Principles
­ Current process as starting point
­ Respecting existing roles & responsibilities
­ Gradual change
• Practices
­ Transparency
­ Feedback loops
• Emerging process!

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Top 10 reasons…
Why agile adoptions fail

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Reasons agile adoptions fail
• ‘Why are we changing?’ is not clear
• Failure to identify the right problems and tampering with
things that work
• Top-down change forced upon team
• Coaching style does not match the team phase
• Forcing to overcome the resistance to change
• Focus on changing existing roles (threatening jobs)
• Lack of discipline
• Forcing Scrum in challenging environment

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- Moneyball (2013)
“There is an epidemic failure within the game to understand what
is really happening”

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Applying
the Kanban Method
in a Scrum context
Scrumban is…..

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Kanban principles & practices
• Principles:
­ Start with what you do now
­ Agree to pursue
evolutionary change
­ Initially, respect current
roles an responsibilities
­ Encourage acts of
leadership on all levels
• Practices:
­ Visualize
­ Limit WiP
­ Manage flow
­ Make policies explicit
­ Feedback loops
­ Evolve collaboratively

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Kanban lens
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Start with understanding
1. Purpose
2. Sources of dissatisfaction
3. Analyze demand & capability
4. Identify work item types
5. Model the knowledge discovery process
6. Classes of Service
7. Design the kanban system
8. Roll-out

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Why Scrumban is useful
• In certain situations disruptive changes are not wanted
• As a coaching tool
­ If tutoring and mentoring are not appropriate
­ Team phase calls for a non-directive coaching style
­ Improving situations perceived as scrumbut
• ….thereby building shared commitment

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Cases & Examples

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Top 10 patterns
• Continuous demo’s
• Fast lane
• Ad hoc planning
• Intangibles
• Testing/Hardening/Deployment (DoS)
• ERP implementations
• Urgent (side) request
• ‘Folded board’ pattern
• Coping with external dependencies
• Narrowly skilled team members

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Case: Development & Test Team
Scrum board Test team
WiP limit & Policy:
Maximum of
1 ½ sprint
End2End

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Work in Progress
Test Team
Scrum Team
Time
Amountofwork
Scrum team
delivers faster
Test in
progress

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Case: ERP Implementation
Expedite
Standard
Intangible
Wait for
External
RiskcategoriesParkinglot
Top 10 Selected Design Live
Steps in (development)process
ReviewDevelopment
4 6 4
Doing Done Doing done
4

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Case: ERP Implementation
Expedite
Standard
Intangible
Wait for
external
RiskcategoriesParkinglot
Top 10 Selected Design Live
Steps in (development)process
ReviewDevelopment
4 6 4
Doing Done Doing done
4
WiP limits per column to
reduce multi tasking
Split into Doing & Done to deal
with variations in flow and squa
d members see the work that
can be pulled
Top 10 backlog priorities
Parking lot for external dependen
cies. Doesn’t count towards WiP l
imit

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Case: Much ad hoc work
Incidents
Standard
Daily jobs
Business Requests
Different
expectations
(SLAs)
Different
expectations
(SLAs)
Different
expectations
(SLAs)
Different
expectations
(SLAs)

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Case: ‘Folded board’ pattern

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Case: Dependencies…..
23
Wait for
external
Many varying external
dependencies

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Case: Narrowly skilled team
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• Initially, respect roles:
• Each person a single row
• Provide avatars for multi skilled
persons (and no row)
• Visualizes the team’s ability to
cross function
• Encourages collaboration

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Unexpainable long lead
times
Low quality in the team

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“Tasks are too small to write
stickies!”

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Many Stakeholders/POs
Parking space for external
dependencies

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My little cheat sheet* on when to introduce Kanban practices
Too much Ad-Hoc
(unplannable) work
Long Lead times
(>30 days)
Many external
dependencies
Low predictability
of lead times
High amount of work
items that are discarded
mid process
High degree of
specialization. Strong
need for knowledge
sharing
Kanban Board
yes
yes
with “parking space”
yes
mainly for refinement
process
yes
Risk categories
on board
with post-it color or on
board
op board
WIP limits
per person
per column
yes, not on the parking
space
per person
Operations Review
Meeting
monthly
monthly
monthly
Backlog Refinement
weekly
Demo
yes
ja
ja
Retrospective
every 2 weeks
monthly
monthly
every 2 weeks
every 2 weeks
every 2 weeks
Daily Stand up
yes
1-2 x per week. More if
needed
1-2 x per week. More if
needed
yes
yes
yes
Lead Time / Control
Chart
yes
yes
*Empty cells are optional, but recommended *) Thanks to Jasper Sonnevelt

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Scrumban
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Scrumban works because…
• …..starts with current situation
• …..focusses on managing the work and not on the roles
• …..improves continuously from here
• …..improves upon the team’s common goal

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Communities
• NL Scrum
• Lean Kanban Benelux
• Lean Kanban University

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Scrumban
32

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We’re Doing Scrum, But…
• The business doesn’t want to be
involved.
• Everyone wants their features first
and can’t agree on a priority.
• Teams don’t know how to self-
organize.
• People aren’t available to work on
teams full-time.
• Timeboxes aren’t adhered to.
• Teams don’t see a need for a daily
Scrum.
• Teams can’t get a piece of
functionality done in one Sprint.
• Teams don’t have the skills to do
something.
• Teams can’t fit testing into the
same Sprint as development.
• The Scrum Master tells the team
what to do and how to do it.
• Other managers can’t stay out of
a Sprint.
• Important things come up that
require interrupting the Sprint.
• The Sprints can’t start until all of
the other groups do their up-front
work.
• Other groups are building
hardware or using waterfall.
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Principles applied
• Start with what you do now
• Agree to pursue evolutionary change
• Initially, respect current roles and responsibilities
• Encourage acts of leadership on all levels
• We can apply this to Scrum teams too!!

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Primaire doelen
• K – Hoe gebruik je Kanban in een Agile team
• K – Welke tools kun je inzetten
• K – Wat is Scrumban
• K – Practices om veel voorkomende problemen aan te
pakken

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Secondaire doelen
• Publiciteit rondom Kanban (trainingen)
• Community events en groups bekend maken
• Kanban awareness vergroten

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Alternative path to agility
Changing by taking small steps

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Cases
• Self-kicked-off team using scrum after 6 months…..ING
case
• Dev team vs Test team: Aegon case

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Three additional values
• Empiricism
• Humility
• Constructive Interaction
• (scrumban p 65)

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How did this work?
• Part new: scrum, and part existing process of testing after
developing
• Respect role of the test test
• Focus on the service: whole chain
• Implemented feedback loop on the service of the team
• Transparency
­ Visualization of the whole chain
­ Charts showing measurements

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When to use Scrumban?
• In my experience:
• Kick-starting teams in challenging environments
• Coaching teams that
­ Scrumbutts and passed mentoring
­ Want/need to experiment with scrum

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Why Scrumban is useful
• In certain situations disruptive changes are wanted
• Introducing scrum in an evolutionary way
• Improving situations perceived as scrumbutt
• As a coaching tool: building a shared commitment
• Deal with dysfunctions in agile teams
­ Not delivering in production in sprint
­ Coping with dependencies
­ Ad hoc work, e.g. incidents, business requests, daily operations, ….. [24 devops
team]
­ 2 or more DoDs….. [harmonica bord]
­ Separate test team [Aegon voorbeeld, met grafiek]
­ Team with (super)specialists

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How
• Kata for doing improvements:
­ (re)evaluate the team’s purpose
­ How does customer/team experience the service?
­ (re)examine work types
­ (re)visit the work type risk profiles
­ (re)think the board design
­ Go!
• [Team’s vision statement from Mike Burrows]

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Tools
• Vision/service/purpose statement of Mike Burrows
• Work type template from Dave White
• Risk profiles from Alexei Zhirkov
• STATIK
• Kanban practices

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Kanban Practices
• Visualize
• Limit WiP
• Manage flow
• Make policies explicit
• Implement feedback loops
• Improve Collaboratively, Evolve Experimentally

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• Begin met de purpose te herzien
• Vandaar uit naar het bord en verbeterstppen bepalen

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Thank You!

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What is Scrumban?

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Quality control

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Kanban Method
Method for introducing evolutionary change

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The Kanban Method…..
• is:
­ A method to catalyze continuous improvement
­ A means to look at the organization from a service perspective
­ Uses kanbans and a kanban system based on pull
• is not:
­ A project management method, or
­ A software development framework

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Kanban lens
• Service-orientation
• Service delivery involves workflow
• Work flows through a series of knowledge discovery
activities

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STATIK
STATIK = Systems Thinking Approach To Introducing Kanban
1. Purpose
2. Sources of dissatisfaction
3. Analyze demand & capability
4. Identify work item types
5. Model the discovery process
6. Classes of Service
7. Design the board
8. Implement!

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As a coaching tool…..
• Hersey & Blanchard • Tuckman

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Shu Level / M1 Teams
• Example: Kick-starting a new team
• The agile coach should provide structure
• Great timing to introduce new processes, e.g. Scrum

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Ha/Ri Level / M2 Teams
• Example:
Team struggling for months to get scrum working for them
in their context (Shu)
• Example:
Experienced team ready to start experimenting with Scrum
(Ha & Ri)
• Calls for a different coaching style!

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With Scrumban, teams
can figure out for themselves
what is the next best thing to do

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References

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Te veel Ad-Hoc
(onplanbaar) werk
Lange doorlooptijden
(>30 dgn)
Veel externe
afhankelijkheden
Lage voorspelbaarheid
van doorlooptijden
Veel uitval tijdens
proces
Hoge mate van
specialisatie. Sterke
behoefte aan
kennisdeling
Kanban Board
ja
ja
met "parkeervak"
ja
met name ook refinement
proces
ja
Risico categorieen
op board
via post-it kleur of op
board
op board
WIP limieten
Per persoon
per kolom
ja, niet op parkeervak
per persoon
Operations Review
Meeting
Maandelijks
Maandelijks
Maandelijks
Backlog Refinement
wekelijks
Demo
ja
ja
ja
Retrospective
twee wekelijks
maandelijks
maandelijks
twee wekelijks
twee wekelijks
twee wekelijks
Daily Stand up
ja
1-2 x per week indien
gewenst vaker
1-2 x per week indien
gewenst vaker
ja
ja
ja
Lead Time / Control
Chart
Ja
Ja

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