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Where scrum doesn't fit
The document discusses different approaches to commitment in Scrum and Kanban frameworks for software development. In Scrum, teams commit to completing a fixed set of work items within a sprint, while in Kanban teams commit to achieving an overall goal and forecast work items. The document also notes some assumptions of Scrum that may not always be valid, such as all work being known and estimable. It provides an overview of key differences between timeboxed and flow-based approaches like Scrum and Kanban respectively.
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Where scrum doesn't fit
- 1. Colm O’hEocha – AgileInnova4on Slow Down to Speed Up Copyright © 2013 AgileInnova4on 1 Where Scrum won’t fit: Ge2ng Agile with Kanban in IT Ops and Support
- 2. This material is Copyright Protected under the following Crea4ve Commons License: AGribu4on-‐ShareAlike 3.0 Please use this material freely and derive further work from it. BUT, aGribu4on must be given to the original author, and these same rights must govern all derived works. Please use the following aGribu4on: “Colm O’hEocha, AgileInnova4on Ltd. 2013: www.agileinnova4on.eu”
- 3. Scrum – CommiGed Sprint Work Items Commitment: To Work Items • Well Groomed/Understood Items • Acceptance Criteria/Tests Predefined • Short Planning Horizon • Evidence Based Planning • Explicit Policies (e.g. DoD) • Stable, Cross-‐Func4onal Team • Fast Feedback (Inspect & Adapt) Commitment to Sprint Plan: 100% Velocity means we’ll ‘fail’ half the 4me Lets Protect Ourselves: Build in a ‘Con4ngency’ (or two) Parkinson's Law: Work expands to fill 4me allocated to it Work Takes Longer How we Build Predictability (and commit): Copyright © 2013 AgileInnova4on
- 4. Scrum – Forecast Sprint Work Items Commitment: To Goal Forecast: To Work Items • Well Groomed/Understood Items • Acceptance Criteria/Tests Predefined • Short Planning Horizon • Evidence Based Planning • Explicit Policies (e.g. DoD) • Stable, Cross-‐Func4onal Team • Fast Feedback (Inspect & Adapt) Commitment to Sprint Goal: 100% Velocity means we’ll never ‘fail’ No need to build in a Con4ngency. Precise Es4ma4on not so important Predictable delivery of Sprint Goal, not individual work items Team Output Improves How we Build Predictability (and commit): Copyright © 2013 AgileInnova4on
- 5. Scrum –Some Un-‐Planned Demand Commitment: To Goal Forecast: To Work Items (70-‐80% of Velocity) • Well Groomed/Understood Items • Acceptance Criteria/Tests Predefined • Short Planning Horizon • Evidence Based Planning • Explicit Policies (e.g. DoD) • Stable, Cross-‐Func4onal Team • Fast Feedback (Inspect & Adapt) Commitment to Sprint Goal: 70-‐80% Velocity means we’ll (probably) never ‘fail’ Con4ngency already built in (for un-‐planned work). Precise Es4ma4on not so important Predictable delivery of Sprint Goal may be undermined (un-‐planned work) Weakens Planning, dilutes Visibility & Predictability from the Team How we Build Predictability (and commit): Copyright © 2013 AgileInnova4on
- 6. Some Scrum Assump4ons (that we may not be able to sa4sfy) • All work items are known, understood and es4mable (for the next sprint) – Bugs (soeware, hardware, infrastructure,…) – Deploying to Customer Equipment – Integra4ng Hardware from New Suppliers,… • All work items can be right-‐sized to a sprint • All work Items can be delivered at Sprint End • We work in cross-‐func4onal teams 7±2 Copyright © 2013 AgileInnova4on
- 7. Agile/Lean Delivery Models Timeboxed Scrum, XP, FDD,… Flow Based Kanban,…? • Work Planned based on Available Capacity • Scope Fixed, Dura4on Variable • Commitment -‐> Waste Elimina4on • Macro & Micro Level Pull • Work Planned to fit the Timebox • Dura4on Fixed, Scope Variable • Commitment -‐> Es4ma4on & Planning • Macro Level – Pull; Micro Level -‐ Push Copyright © 2013 AgileInnova4on
- 8. Sprint Backlog To Do In Progress Done t1 t2 t3 t5 t6t7 t4 t9 t8 t10 t13 t11 t12 t14 S1 S2 S3 S4 Scrum Board
- 9. Input Q (4) Find It (2) Fix It (4) Test (3) Ready to Deploy Deployed In Progress Done In Progress Done 1 2 3 5 6 7 49 810 13 11 12 14 Kanban Mechanics in a Nutshell
- 10. IteraLon Based (Scrum) Flow Based (Kanban) Focus on maximising work done in an sprint (max Velocity) Focus on minimising the 4me to get a piece of work from start to finish (min Cycle Time) WIP limited indirectly (per sprint) WIP limited directly (per workflow state) Somewhat Predictable, Es4mable Work Interrupt Driven, Highly Variable Demand Sprints Immutable (by Work Items or Goal) Finish something before you start something else (expedi4ng excep4onal) Scope extends to work of the Team Scope extends across a Value Stream Scope Can Vary Scope Oeen Fixed Predictability Paramount Responsiveness Paramount Any type of (Plannable) Work Design for the Work Expected: WIT, CoS, SLA Coupled I/O cadence Decoupled I/O Cadences Periodic Retrospec4ves Stop the Line – Fix as it Happens X-‐Func4onal, Generalizing Teams (7±2) High Specializa4on with Hand-‐Offs Possible Scrum & Kanban Summary -‐ Differences 10 Copyright © 2013 AgileInnova4on
- 11. • Scrum – Teams may struggle to break up work, deliver poten;ally releasable product, achieve transparency & joint responsibility – Management may struggle to allow self-‐organisa;on, variable scope and to maintain sprint discipline • Kanban – Teams may struggle with a lack of prescribed structure (e.g. cadence of events, Scrum roles) – Management may struggle with a lack of commitment, milestones and ‘big-‐bang’ change 11 Both are Simple, Neither are Easy Copyright © 2013 AgileInnova4on
- 12. • Visualising your value stream • Defining WITs, CoS, Policies • Managing Flow – Balancing Demand to Capacity, Handling BoGlenecks • Stakeholder Engagement Models • Input & Output Cadences • Metrics & Repor4ng • Scaling Kanban • Managing Variability Kanban for Complex Domains: Copyright © 2013 AgileInnova4on Colm O’hEocha AgileInnova4on Limited www.agileinnova4on.ie Colm@agileinnova4on.ie
- 13. • Services – Pre and Post Agile Adop;on Assessments – Working with Senior Management on agile adop;on strategies, re-‐structuring, re-‐skilling – Kanban Bootstrap – a structured approach to implemen;ng Kanban • Training and Coaching – Professional ScrumMaster and PMI Agile Cer4fied Prac44oner – Succeeding with Agile and Scrum – an Agile Primer for the Team – Geung Lean with Kanban – Execu4ve Briefings on Agile and Lean in IT – benefits, challenges and strategies – Product Owner Training – Agile Requirements – User Stories and Es4ma4on – Agile Tes4ng 13 Agile Innova;on Lean/Agile Training, Coaching, Consul;ng Copyright © 2013 AgileInnova4on
- 14. This material is Copyright Protected under the following Crea4ve Commons License: AGribu4on-‐ShareAlike 3.0 Please use this material freely and derive further work from it. BUT, aGribu4on must be given to the original author, and these same rights must govern all derived works. Please use the following aGribu4on: “Colm O’hEocha, AgileInnova4on Ltd. 2010: www.agileinnova4on.eu”