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Sudokuban - A practical Kanban learning game
The document outlines various agile methodologies, roles, and activities such as sprint planning, and introduces an interactive game called Sudokuban to facilitate teamwork and flow management. It emphasizes the importance of limiting work in progress, managing flow, and employing explicit policies to enhance productivity in agile practices. Additionally, it encourages visualizing user stories and metrics to improve decision-making and reduce cycle times.
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Sudokuban - A practical Kanban learning game
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- 2. Familiar? 4 activities 4 artifacts 3roles Sprint Planning Product Backlog Scrum Master Daily Scrum Sprint Backlog Product Owner Sprint Review Sprint Burndown Scrum Team Retrospective Product Burnup
- 3. The growth ofAgile-esk methods Cynefin Radical Management Stoos NVC Rightshifting Lean Scrum Beyond Budgeting Lean Startup SAFe Kanban eXtreme Programming FDD DSDM Crystal
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- 5. The basics Visualise & Manage Flow Make Policies Explicit Limit WorkIn Progress Pull Work Implement Feedback Mechanisms Improve Collaboratively with metrics
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- 7. Sudokuban rules 1. Upto 5 teams can be around the room. Each team has to have: 1 Scrum Master / Visual Leader 3 Sudoku Experts 1 Quality Assurance 1 Reporter Observers or timers are allowed 2. Teams must not break their work in progress limits, unless to handle expedites appropriately 3. The objective of the game is to be the team that has achieved the most value by the end of the timebox
- 8. Sudokuban round 1 Miniretrospective 1.What worked well? 2.What to do differently? Choose new WIP limits
- 9. Sudokuban round 2 Miniretrospective 1.What worked well? 2.What to do differently? 3.What still puzzles you?
- 10. Visualise Flow Doing VisualisedFlow Being Agile 1. Understand the steps that every User Story will need to go through to get “done” 1. The User Story Wall is an accurate reflection of work status at any point in time 2. Setup a wall with these flow states and the Sprint Backlog 2. User Stories are moving like a leaf in a stream and are not getting stuck on rocks 3. Break it flow into two subflows – “in progress” and “done” 3. The team are watching all User Stories 4. Move cards real-time 4. Information is not hidden Sprint Backlog Analysis Dev Test Deploying Done
- 11. Manage Flow Doing ManagedFlow 1. Watch for constraints arising and proactively course correct 2. Adjust resources or WIP limits if needed Being Agile 1. Do away with estimation if work is all the same size and the cycle time and lead time is known for the class of service 3. Track throughput using a Cumulative Flow Diagram 2. Can do away with Sprints, but still need to have some of the cadence activities 4. Understand your cycle time and lead time and work these down 3. Impact to the flow is known when “rush work” is done 5. Have an approach for handling the unknowns, eg. Production support issues 4. Metrics are gathered for suspected problem areas and used as a means for decision making 5. The team as a whole take responsibility for reducing the cycle and lead time
- 12. Make policies explicit DoingExplicit Policies 1. Write up known constraints (either self-imposed or imposed from others) 2. Use this area as a discussion opportunity to challenge the constraints with the imposer 3. Gather metrics if necessary on the impact of the constraint Being Agile 1. Management and other teams are open to being challenged on policies where their value is in question 2. How information moves and is deliberately restricted is visually represented on the User Story Wall and anyone within the team can walk external people through it
- 13. Pull work Doing Pullingwork Being Agile 1. Pull work if you are able to actively work on it AND if your Work In Progress limits allow it 1. The team work together to remove constraints when they cannot pull anymore work 2. Always pull the highest priority work 2. By not pushing work it means that the team works at a sustainable pace Sprint Backlog Analysis Dev Test 4 6 2 Deploying Done
- 14. Limit Work InProgress Doing Limit WIP Being Agile 1. Set limits to the number of stories that can be in flow states after the Sprint Backlog and before Done/Completed – ie Analysis, Development, Test 1. Limiting work in progress reduces context switching 2. Initially set to people handling that flow state x 2 3. And ensures that roadblocks are a key focus area 3. Only allow that number of stories or less in that flow state at a time 4. Reducing the WIP Limit will show the constrained areas Sprint Backlog 2. It also focusses on doing more with less Analysis Dev Test 4 6 2 Deploying Done
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Editor's Notes
- #6 Limit WIP – Stop starting, start finishingLimit WIP & Pull work - Need to explain an expedite
- #9 A need can be met by multiple strategies. Understanding the need can help to ensure that we are not focussing on the wrong strategy.
- #10 A need can be met by multiple strategies. Understanding the need can help to ensure that we are not focussing on the wrong strategy.
- #12 Explain class of service
- #16 A need can be met by multiple strategies. Understanding the need can help to ensure that we are not focussing on the wrong strategy.
- #17 Image: http://cdn.drstevegreene.com/wp-content/uploads/2012/03/Traffic_light1.jpg