These are the slides for the talk that I gave at the local Scrum Gathering in Tokyo on Janury 15 2014. There is a related blogpost that covers the main ideas of the talk also here: http://www.hansoft.com/expertblog/scrum-kanban-gantt/

1. ?
Scrum, Kanban, and Gantt
scheduling in one project –
Nonsense or necessity?
Svante Lidman (Hansoft AB)
svante.lidman@hansoft.com
@svante_lidman
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2. This talk
1.
2.
3.
4.
5.
Managing efforts involving many teams
Techniques and mindsets
Old techniques can still be useful
Planning at the right level at the right time
Vision, whole product, goals/objectives
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3. Who am I, what do I do?
• Previous 20+ years
– VP Development,
Product-ProgramProject Management,
Developer
• Last 5 years
– Consulting with clients
on large scale lean/agile
– Certified Scale Agile
Program Consultant
(SPC)
– CSM
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4. Who do we work with?
• Software centric products
– Hardware / Software
– Pure Software
– Services (product mindset)
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5. Problem Definition:
How do we manage or development efforts
(projects, programs) well?
Adaptive
Plan driven
• Agile
• Scrum
• Kanban
• Waterfall
• Work breakdown structure
• Gantt
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6. Mix and
match?
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7. What is agile (planning) good at?
• Handling uncertainty
• Being predictive based on
true progress
• Fast learning/improvement
loop
Refine
Backlog
Design
Communicate
Test
Implement
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8. What is Gantt sheduling good at?
• Visualizing fixed deadlines and what leads up
to them
– Dependencies
– Example: external delivery
•
•
•
•
Packaging
Marketing materials
Training
Deployment pre-requisites
Not good for exploratory / iterative work
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9. Anti-patterns
• Gantt scheduling
–
–
–
–
Planning everything at detail up front
Lack of team involvement
Pushing integration and testing to the end
Seeing people as resources
• Agile planning
– No upfront planning whatsoever
– Lacking shared vision and objectives
– No commitment to anything beyond the current sprint
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10. Good patterns
• Gantt scheduling
– Capture fixed high level tasks/goals
and dependencies
– Delegate details to the involved team
– Rolling planning of details
• Agile planning
– Clear vision and objectives
– Product backlog with the right depth and detail at the
right time.
– Roadmap with high level milestones/goals
– Sprint objectives for more than the current sprint
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11. The real issue
• Mindset rather than technique
• Big and detailed plan upfront
– Difficult to change
– Compliance to plan rather than adapting to reality
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12. Benefiting from both
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13. (1) Multiple agile teams – One release
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14. Example 2 –
Mandatory process
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15. What are the benefits?
• Clear overview of high level planning and
dependencies
• Just in time planning of both predictable work
and agile work
• Helps to create alignment
inside as well as outside the
development organization.
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16. Summary
• Shared vision and tangible goals
• Build and communicate a high level plan for
the whole effort
• Emerging product backlog and release
planning
• Delegate details of plan/backlog to
teams
• Focus on release readiness
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17. Questions?
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18. Selected References
•
•
•
•
Scrum, Kanban, and Gantt scheduling in one project – nonsense or necessity?
(Lidman) - http://www.hansoft.com/?p=10384
Agile Software Requirements (Leffingwell) - http://www.amazon.com/AgileSoftware-Requirements-EnterpriseDevelopment/dp/0321635841/ref=sr_1_1?s=books&ie=UTF8&qid=13625133
53&sr=1-1&keywords=leffingwell
Corps Business (Freedman) - http://www.amazon.com/Corps-BusinessManagement-PrinciplesMarines/dp/0066619793/ref=sr_1_1?s=books&ie=UTF8&qid=1362513452&sr
=11&keywords=corps+business+the+30+management+principles+of+the+u.s.+m
arines
The Essence of Software Engineering (Jacobson, Ng, McMahon, Spence, Lidman) http://www.amazon.com/The-Essence-Software-EngineeringApplying/dp/0321885953

19. Thank You!
svante.lidman@hansoft.com
@svante_lidman
http://www.slideshare.net/svantelidman/
http://hansoft.com/expertblog/
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20. Licensing of this Presentation
The artwork in this presentation is licensed under the terms defined by each
respective source as indicated on each respective slide. If no source is given,
then the artwork is in the public domain.
Trademarks and books, depicted in the presentation are owned by the
respective tradmark owner and are only included for reference purposes and
is not in any way an endorsement of the presentation contents.
If you make use of this material in whole or part, you should clearly state the
source.
All original art work and the presentation as such is is licensed under
a Creative Commons Attribution-ShareAlike 4.0 International License, see
http://creativecommons.org/licenses/by-sa/4.0/.
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