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Scrumban - applying agile and lean practices for daily uncertainty by Vidas Vasikiauskas
The document discusses the Scrum-Ban methodology, a hybrid of Agile and Lean principles, tailored for product development in small teams or startups dealing with uncertainty. Key components include event-driven features, backlog management, and planning on demand with minimal upfront estimation, focusing on continuous improvement and flexibility. It outlines guidelines for managing cycle times and emphasizes roles within the team, aiming to streamline processes while accommodating changes and maintaining productivity.
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Scrumban - applying agile and lean practices for daily uncertainty by Vidas Vasikiauskas
- 1. Scrum-ban mixing agile andlean By Vidas Vasiliauskas
- 2. About me • Productmanager at Eylean board • Started career as a developer • 8 years in software industry • Doing “lean startup”
- 3. Why you shouldhear this?
- 4. Why you shouldhear this? • You are doing product development
- 5. Why you shouldhear this? • You are doing product development • You are in a startup
- 6. Why you shouldhear this? • You are doing product development • You are in a startup • Your team is less or equal to 8 people
- 7. Why you shouldhear this? • You are doing product development • You are in a startup • Your team is less or equal to 8 people • Uncertainty is a daily thing for you
- 8. Why you shouldhear this? • You are doing product development • You are in a startup • Your team is less or equal to 8 people • Uncertainty is a daily thing for you • You have heard or practiced agile and lean
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- 10. Scrumban 101 Goals: • Minimumdelivery time • Fully loaded team Features: • Event/demand driven • Empowers team roles • Lean like hell
- 11. Backlog -------- -------- -------- -------- Planning Daily meeting Production Release Planning trigger? 5-15% of overall time leftuntil release date? Task board Task board Triage Feature freeze Stabilization Kaizen? Kaizen YES No YES No No YES
- 12. Task board To doDoing Done Analyze requirements Develop project plan Develop project plan Initiate agreement
- 14. Planning on demand GOLDENRULE: Demand goes first before supply
- 15. To do DoingDone Analyze requirements Define specifications Create design guidelines Initiate agreement Create design docs
- 16. To do DoingDone Analyze requirements Define specifications Create design guidelines Initiate agreement Create design docs 2
- 17. To do DoingDone Analyze requirements Define specifications Create design guidelines Initiate agreement Create design docs Buffer Develop project plan Transfer documents 2
- 18. To do DoingDone Analyze requirements Define specifications Create design guidelines Initiate agreement Create design docs Buffer Develop project plan Transfer documents 22
- 19. To do DoingDone Analyze requirements Define specifications Create design guidelines Initiate agreement Create design docs Buffer Develop project plan Transfer documents 22 TRIGGER!!!
- 20. Less planning andconcentrated release
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- 25. Product, project or support? ProductProject Support Assembly line Single product Do you know the deadline? Estimate No estimate, focus on goals Average estimate Features or knowledge ? FeaturesKnowledge Do you need to know it? Yes No Yes No Do you prioritize by estimate? Yes No
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- 27. 4guidelines to controlcycle time 1. Prefer completed task to starting new
- 28. 4guidelines to controlcycle time 2. Grab second task only if the first one is blocked *can overcome rule 1.
- 29. 4guidelines to controlcycle time 3. Late resource binding
- 30. 4guidelines to controlcycle time 4. Avoid critical path
- 31. NO! To earlybinding +STRESS -ENERGY -TIME
- 32. * Mind theimpact
- 33. Push system Pullsystem
- 34. 3kings to rulethem all Daily meeting Planning meeting (on demand) Kaizen
- 35. Aligned vision Scrum KanbanScrumban Iterations 1-4 week sprints Continuous work Continuous work with with decoupled planning and release Work routines Pull principle Pull principle or late binding to resources Pull principle or late binding to resources Scope limits Sprint limits total work amount Work in progress limits current work amount Work in progress limits current work amount, Buffer defines triggers for planning Planning routines Sprint planning Release/iteration planning, demand planning Planning on demand for new tasks Estimation Backlog and sprint planning Optional Average or no-estimation Performance metrics Burndown, Velocity Cumulative flow diagram, lead time cycle time Average cycle time Continuous improvement Retrospective Optional Kaizen Meetings Sprint planning, daily scrum, sprint review, retrospective Kaizen Daily, on demand planning, kaizen Roles Product owner, Scrum master, team Team leader, team Team leader, team Team members Cross-functional team members Specialized team members Specialization or preference to tasks Task size Should be less than 8 hours to see progress Any size Any size New items during iteration Forbidden in most cases Allowed whenever queue allows it Allowed through buffer swap Ownership Owned by a team Supports multiple teams ownership Supports multiple teams ownership Board Defined/reset each sprint Persistent Persistent Prioritization During backlog and sprint planning Optional Always open Roles Scrum master, product owner, team Not defined, may vary Not defined, may vary Rules Constrained process Only a few constraints, flexible process Slightly constrained process Fit for Enterprise maturity for teams working on product or especially project which is longer than a year Support and maintenance teams, continuous product manufacturing Startups, fast-pace projects, continuous product manufacturing
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