This document provides an overview of Scrum and Kanban frameworks and how they can be used together. It defines Kanban as a decision making framework based on lean principles that focuses on limiting work in progress, visualizing workflow, and continuously improving the process. Scrum is described as having roles, artifacts, and events and focusing on iteration planning and delivery. The document discusses using Kanban at both the team and system level and how Scrum teams can use Kanban practices to optimize flow and lead times.

1. SCRUM & Kanban
Agility Services Company

2. About Me
ACM
Agile Coach, Trainer, Consultan
Alper Gurbuz
http://www.acm-software.com/
@gurbuz_alper
Alper Gurbuz

3. TRAINING
CONSULTANC
COACHING
3 MAIN
http://www.acm-software.com/

4. TURKEY
GREECE
RUSSIA
AZERBAIJAN
SAUDI ARABIA
in agile processes and
practices in the region
AND LEADER
PIONEER
Getting latest updates and trends about Agile to Tur
Talking in global and local conferences about Agile
Regularly meeting with thought-leaders and gurus
http://www.acm-software.com/
SCRUM.ORG
SCALED AGILE
SCRUM ALLIANCE
AGILE ALLIANCE
VERSIONONE

6. Kanban And Scrum
Kanban vs Scrum

7. kanban vs Kanban

8. Kanban
A decision making framework
Deep Kanban/System level
Shallow/Proto Kanban @ Team Level

9. Values
Practises
Principles
Kanban
Lean
Kanban
Values
Roles, Artifacts,Events
Ka
Lean
Scrum
Agile Principles
Valu
e+

10. Scrum Kanban@Team Level
Actionable
Start with what you do now but
……
Doing the right thing Doing things right
Return/ROI/value Waste(negative value), cost
Strong emphesis on empricism,
self organization, working software
Ephesis is on optimisation,
measurement
Product development,
complexity
Services

11. System Level Thinking

12. Kanbanizing a System ?
Development
Team
Downstream
KS
Value flow
Upstream
Reqs Value

13. Scrum T1
Downstream
KS
Value flow
Upstream
Reqs Value
Scrum T2
Team 3
Kanbanizing a System ?

14. 6 Kanban Practises
Visualize
Manage flow
Limit WIP
Make process policies explicit
Develop feedback mechanism
Improve collaboratively

15. Visualize
Physical Board

16. Visualize
Upstream:
Refinement flow
Downstream:
Deployment
Us in the middle
using Scrum
Current SprintNext 1-3 Sprints

17. Limit WIP
Stop starting, start finishing
Upstream:
Portfolio management
Sprint Backlog creates a WIP to an extend
but you can also look into limiting PBIs in the backlog
what about number of projects that are in progress at the portfolo level

18. Limit WIP
Queue
(10)
Analysis
(3)
Dev
(4)
Done

19. Make process policies explicit
Reduces
misunderstandings
Increases
transparancy
Ease
communication
Helps conflict
navigation

20. Manage Flow
Capacity allocation Botlle neck management (TOC)
Use cost of delay

21. Capacity Allocation
%x defects
%y requests
%z Projects

22. Cost of Delay
Cost
Time
Expedite
Cost
Time
Fix date
Cost
Time
Standart
Cost
Time
Intengibles

23. TOC 5 focusing steps
1 - Identify the constraint
2 - Decide how to exploit
3 -Subordinate to the decision based on 2
4 -Elevate
5 - Identify the next constraint

24. Forecasting & Metrics
Statistical and probabilistic
appraoch

25. Lead time
WI - 1
Options
WI - 2
WI - 3
WI - 1
Ready
WI - 2.1
WI - 2.2
WI - 2.3WI - 4
Queue
WI - 1
WI - 2.1
WI - 2.2
In prog Done Deployed
Customer Lead time
System Lead time

26. Lead time
KS1 KS2 KS3
KS
Why is shorter Lead time important ?

27. Histograms

28. Histograms
Lead time distribution can be
used in forecasting ?
- No estimation -

29. Flow Efficiency
Touch Time
Customer Lead Time
Common= %5 - 15%
System Lead Time
Customer Lead Time

30. THANKS
Q&A