Scrum-ban: Time-boxes and flow

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SCRUM has become the de-facto agile project management methodology for many software projects. I've been using SCRUM with my team for about two years, but we've hit a performance plateau. In this presentation, I share some techniques and experience in combining Kanban with SCRUM to manage flow of work and improve team productivity in identifying and managing bottlenecks.

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  • 3 roles – Product Owner (what & why), Dev Team (how & when), Scrum master (support)3 Artifacts – Product Backlog, Sprint Backlog, Method of Measurement (e.g. burndown chart)5 Rituals – Sprint Planning, Story Sizing, Daily Standup, Sprint Review, Sprint Retrospective5 Values – Focus, Courage, Openness, Commitment, Respect
  • Examples of KanbanAuto-workshopStarbucks (picture)How to measure and improve?What is measured? Throughput – whaever of value.Founded by TaichiOhno at ToyotaPull / demand based schedulingBasic PrinciplesVisualize WorkflowLimit Work in Progress (WIP)Measure and Improve Flow
  • Next slide is to have the measurements (cycle time, overall, etc.)Need to explain and set up WIP boxes on table.Pick the right team member or have two lines in competition
  • More on cumulative flow
  • Not visible on projector
  • What went well?-------------------Material valuableTo improve:Be more prepared – don’t forget what I want to sayBring a starbucks cup (kanban example)More on Kanban – strengthen the kanban slide(s) – more examples in daily lifeBenefits of Kanban – value of kanban. Benefits to Toyota – more on history/backgroundToo plain – more visuals/attrativeVoice louder/clearer/rate of speechMy team’s improvement after implementing KanbanBefore and after cum flow- More on how I implemented kanban and defined work stages and wip limitsKanban – wip signalsReal world example of how to interpret the WIP limitsCan adapt airplanes to software?Consider a third roundKanban – continuous experimentation and improvement and measure – Deming’s PDCA- One station just drawing? Some complicated picture – easier to failIn parallel?
  • Scrum-ban: Time-boxes and flow

    1. 1. SCRUM-ban: Time-boxes and flow Tang, Tze Chin Agile Manager
    2. 2. What is SCRUM?
    3. 3. What is Kanban? • Controlling Flow of Work Inputs Outputs Constraint/Bottleneck • Kanban is all around us
    4. 4. Let’s do an exercise…
    5. 5. Making Aeroplanes (Push) can make and 1. Stations complete their task as fast as they want and push to the next station 2. QA station at the end will verify if airplane build to specification and approve or reject
    6. 6. Making Aeroplanes (Push) can make and 1. Stations complete their task as fast as they want and push to the next station 2. QA station at the end will verify if airplane build to specification and approve or reject
    7. 7. Making Aeroplanes (Push) can make and 1. Stations complete their task as fast as they want and push to the next station 2. QA station at the end will verify if airplane build to specification and approve or reject
    8. 8. WIP limit:1 Making Aeroplanes (Pull) can start work 1. A station WIP limit:1 WIP limit:1 only if there is a unit work unit in the preceding kanban 2. A station can play a work unit only if the succeeding kanban is empty 3. QA will approve or reject accordingly WIP limit:1
    9. 9. Typical Outcome To manufacture 20 airplanes Push Run Pull Run Total Time 8:40 9:15 Time per airplane 26.0s 27.8s Rejected/Passed 7/13 2/18 Time per shippable airplane 40.0s 30.8s
    10. 10. Push vs Pull – Flow
    11. 11. Inventory is Waste
    12. 12. Identify and Manage Constraints
    13. 13. Measure value created, not effort expended
    14. 14. Eliminate Waste
    15. 15. How to Kanban • Set up a taskboard • Define work steps • Create kanbans before each step – Work in Progress • Define WIP limits
    16. 16. SCRUM + Kanban = Why? • You’re a SCRUM environment • Agile adoption not yet mature • Management ‘fear’ of change • Below the radar…
    17. 17. Kanban in a SCRUM Iteration • Still run a SCRUM, but with a bigger taskboard
    18. 18. Revised Taskboard Blocked Prioritized Backlog In Dev (8) Ready for Test (4) Accepted Prepare for Dev Ready for Dev (4) (4) In Test (6) Ready for Acceptance (4)
    19. 19. What have I learnt? • Work stages and WIP limits reflect team organization and values • I focus less on burn-down and more on burn-up and cumulative flow • Team more focused on delivering value, not starting new work
    20. 20. Further Reading
    21. 21. • • • • Email: tze.chin.tang@gmail.com LinkedIn: www.linkedin.com/in/tzetang Twitter: @tzetang Agile Malaysia: www.facebook.com/groups/agile.malaysia • Team more focused on delivering value, not starting new work

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