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.

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”