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Scrumban

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by Pieter Rijken - The Agile Chef - http://theagilechef.com

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Scrumban

  1. 1. AGILE CHEF THE Powered byTHEAGILECHEF.COM Powered by 20 APRIL 2016 AGILE CHEF THE FROM FAST FOOD TO FRENCHCUISINE Scrumban Pieter Rijken
  2. 2. AGILE CHEF THE Powered by Job Clients Contact Pieter Rijken Agile coach & trainer KPN, ING, ANVA, Rabobank, Nationale Nederlanden, Aegon prijken@xebia.com +31 6 83036743 pieterjrijken @pieter_rijken
  3. 3. AGILE CHEF THE Powered by Job Clients Contact Jasper Sonnevelt Agile Consultant jsonnevelt@xebia.com +31 6 35118058 jaspersonnevelt @jaspersonnevelt
  4. 4. AGILE CHEF THE Powered by By: Daniel Burm
  5. 5. AGILE CHEF THE Powered by
  6. 6. AGILE CHEF THE Powered by Why did the approach work? •  Principles ­  Current process as starting point ­  Respecting existing roles & responsibilities ­  Gradual change •  Practices ­  Transparency ­  Feedback loops •  Emerging process!
  7. 7. AGILE CHEF THE Powered by Top 10 reasons… Why agile adoptions fail
  8. 8. AGILE CHEF THE Powered by Reasons agile adoptions fail •  ‘Why are we changing?’ is not clear •  Failure to identify the right problems and tampering with things that work •  Top-down change forced upon team •  Coaching style does not match the team phase •  Forcing to overcome the resistance to change •  Focus on changing existing roles (threatening jobs) •  Lack of discipline •  Forcing Scrum in challenging environment
  9. 9. AGILE CHEF THE Powered by - Moneyball (2013) “There is an epidemic failure within the game to understand what is really happening”
  10. 10. AGILE CHEF THE Powered by Applying the Kanban Method in a Scrum context Scrumban is…..
  11. 11. AGILE CHEF THE Powered by Kanban principles & practices •  Principles: ­  Start with what you do now ­  Agree to pursue evolutionary change ­  Initially, respect current roles an responsibilities ­  Encourage acts of leadership on all levels •  Practices: ­  Visualize ­  Limit WiP ­  Manage flow ­  Make policies explicit ­  Feedback loops ­  Evolve collaboratively
  12. 12. AGILE CHEF THE Powered by Kanban lens 12
  13. 13. AGILE CHEF THE Powered by Start with understanding 1.  Purpose 2.  Sources of dissatisfaction 3.  Analyze demand & capability 4.  Identify work item types 5.  Model the knowledge discovery process 6.  Classes of Service 7.  Design the kanban system 8.  Roll-out
  14. 14. AGILE CHEF THE Powered by Why Scrumban is useful •  In certain situations disruptive changes are not wanted •  As a coaching tool ­  If tutoring and mentoring are not appropriate ­  Team phase calls for a non-directive coaching style ­  Improving situations perceived as scrumbut •  ….thereby building shared commitment
  15. 15. AGILE CHEF THE Powered by Cases & Examples
  16. 16. AGILE CHEF THE Powered by Top 10 patterns •  Continuous demo’s •  Fast lane •  Ad hoc planning •  Intangibles •  Testing/Hardening/Deployment (DoS) •  ERP implementations •  Urgent (side) request •  ‘Folded board’ pattern •  Coping with external dependencies •  Narrowly skilled team members
  17. 17. AGILE CHEF THE Powered by Case: Development & Test Team Scrum board Test team WiP limit & Policy: Maximum of 1 ½ sprint End2End
  18. 18. AGILE CHEF THE Powered by Work in Progress Test Team Scrum Team Time Amountofwork Scrum team delivers faster Test in progress
  19. 19. AGILE CHEF THE Powered by Case: ERP Implementation Expedite Standard Intangible Wait for External RiskcategoriesParkinglot Top 10 Selected Design Live Steps in (development)process ReviewDevelopment 4 6 4 Doing Done Doing done 4
  20. 20. AGILE CHEF THE Powered by Case: ERP Implementation Expedite Standard Intangible Wait for external RiskcategoriesParkinglot Top 10 Selected Design Live Steps in (development)process ReviewDevelopment 4 6 4 Doing Done Doing done 4 WiP limits per column to reduce multi tasking Split into Doing & Done to deal with variations in flow and squa d members see the work that can be pulled Top 10 backlog priorities Parking lot for external dependen cies. Doesn’t count towards WiP l imit
  21. 21. AGILE CHEF THE Powered by Case: Much ad hoc work Incidents Standard Daily jobs Business Requests Different expectations (SLAs) Different expectations (SLAs) Different expectations (SLAs) Different expectations (SLAs)
  22. 22. AGILE CHEF THE Powered by Case: ‘Folded board’ pattern
  23. 23. AGILE CHEF THE Powered by Case: Dependencies….. 23 Wait for external Many varying external dependencies
  24. 24. AGILE CHEF THE Powered by Case: Narrowly skilled team 24 •  Initially, respect roles: •  Each person a single row •  Provide avatars for multi skilled persons (and no row) •  Visualizes the team’s ability to cross function •  Encourages collaboration
  25. 25. AGILE CHEF THE Powered by Unexpainable long lead times Low quality in the team
  26. 26. AGILE CHEF THE Powered by “Tasks are too small to write stickies!”
  27. 27. AGILE CHEF THE Powered by Many Stakeholders/POs Parking space for external dependencies
  28. 28. AGILE CHEF THE Powered by My little cheat sheet* on when to introduce Kanban practices Too much Ad-Hoc (unplannable) work Long Lead times (>30 days) Many external dependencies Low predictability of lead times High amount of work items that are discarded mid process High degree of specialization. Strong need for knowledge sharing Kanban Board yes yes with “parking space” yes mainly for refinement process yes Risk categories on board with post-it color or on board op board WIP limits per person per column yes, not on the parking space per person Operations Review Meeting monthly monthly monthly Backlog Refinement weekly Demo yes ja ja Retrospective every 2 weeks monthly monthly every 2 weeks every 2 weeks every 2 weeks Daily Stand up yes 1-2 x per week. More if needed 1-2 x per week. More if needed yes yes yes Lead Time / Control Chart yes yes *Empty cells are optional, but recommended *) Thanks to Jasper Sonnevelt
  29. 29. AGILE CHEF THE Powered by Scrumban 29
  30. 30. AGILE CHEF THE Powered by Scrumban works because… •  …..starts with current situation •  …..focusses on managing the work and not on the roles •  …..improves continuously from here •  …..improves upon the team’s common goal
  31. 31. AGILE CHEF THE Powered by Communities •  NL Scrum •  Lean Kanban Benelux •  Lean Kanban University
  32. 32. AGILE CHEF THE Powered by Scrumban 32
  33. 33. AGILE CHEF THE Powered by We’re Doing Scrum, But… •  The business doesn’t want to be involved. •  Everyone wants their features first and can’t agree on a priority. •  Teams don’t know how to self- organize. •  People aren’t available to work on teams full-time. •  Timeboxes aren’t adhered to. •  Teams don’t see a need for a daily Scrum. •  Teams can’t get a piece of functionality done in one Sprint. •  Teams don’t have the skills to do something. •  Teams can’t fit testing into the same Sprint as development. •  The Scrum Master tells the team what to do and how to do it. •  Other managers can’t stay out of a Sprint. •  Important things come up that require interrupting the Sprint. •  The Sprints can’t start until all of the other groups do their up-front work. •  Other groups are building hardware or using waterfall. Xebia Agile Consulting & Training 33
  34. 34. AGILE CHEF THE Powered by Principles applied •  Start with what you do now •  Agree to pursue evolutionary change •  Initially, respect current roles and responsibilities •  Encourage acts of leadership on all levels •  We can apply this to Scrum teams too!!
  35. 35. AGILE CHEF THE Powered by Primaire doelen •  K – Hoe gebruik je Kanban in een Agile team •  K – Welke tools kun je inzetten •  K – Wat is Scrumban •  K – Practices om veel voorkomende problemen aan te pakken
  36. 36. AGILE CHEF THE Powered by Secondaire doelen •  Publiciteit rondom Kanban (trainingen) •  Community events en groups bekend maken •  Kanban awareness vergroten
  37. 37. AGILE CHEF THE Powered by Alternative path to agility Changing by taking small steps
  38. 38. AGILE CHEF THE Powered by
  39. 39. AGILE CHEF THE Powered by Cases •  Self-kicked-off team using scrum after 6 months…..ING case •  Dev team vs Test team: Aegon case
  40. 40. AGILE CHEF THE Powered by 40
  41. 41. AGILE CHEF THE Powered by Three additional values •  Empiricism •  Humility •  Constructive Interaction •  (scrumban p 65)
  42. 42. AGILE CHEF THE Powered by How did this work? •  Part new: scrum, and part existing process of testing after developing •  Respect role of the test test •  Focus on the service: whole chain •  Implemented feedback loop on the service of the team •  Transparency ­  Visualization of the whole chain ­  Charts showing measurements
  43. 43. AGILE CHEF THE Powered by When to use Scrumban? •  In my experience: •  Kick-starting teams in challenging environments •  Coaching teams that ­  Scrumbutts and passed mentoring ­  Want/need to experiment with scrum
  44. 44. AGILE CHEF THE Powered by Why Scrumban is useful •  In certain situations disruptive changes are wanted •  Introducing scrum in an evolutionary way •  Improving situations perceived as scrumbutt •  As a coaching tool: building a shared commitment •  Deal with dysfunctions in agile teams ­  Not delivering in production in sprint ­  Coping with dependencies ­  Ad hoc work, e.g. incidents, business requests, daily operations, ….. [24 devops team] ­  2 or more DoDs….. [harmonica bord] ­  Separate test team [Aegon voorbeeld, met grafiek] ­  Team with (super)specialists
  45. 45. AGILE CHEF THE Powered by How •  Kata for doing improvements: ­  (re)evaluate the team’s purpose ­  How does customer/team experience the service? ­  (re)examine work types ­  (re)visit the work type risk profiles ­  (re)think the board design ­  Go! •  [Team’s vision statement from Mike Burrows]
  46. 46. AGILE CHEF THE Powered by Tools •  Vision/service/purpose statement of Mike Burrows •  Work type template from Dave White •  Risk profiles from Alexei Zhirkov •  STATIK •  Kanban practices
  47. 47. AGILE CHEF THE Powered by Kanban Practices •  Visualize •  Limit WiP •  Manage flow •  Make policies explicit •  Implement feedback loops •  Improve Collaboratively, Evolve Experimentally
  48. 48. AGILE CHEF THE Powered by •  Begin met de purpose te herzien •  Vandaar uit naar het bord en verbeterstppen bepalen
  49. 49. AGILE CHEF THE Powered by Thank You!
  50. 50. AGILE CHEF THE Powered by What is Scrumban?
  51. 51. AGILE CHEF THE Powered by Quality control
  52. 52. AGILE CHEF THE Powered by Kanban Method Method for introducing evolutionary change
  53. 53. AGILE CHEF THE Powered by The Kanban Method….. •  is: ­  A method to catalyze continuous improvement ­  A means to look at the organization from a service perspective ­  Uses kanbans and a kanban system based on pull •  is not: ­  A project management method, or ­  A software development framework
  54. 54. AGILE CHEF THE Powered by Kanban lens •  Service-orientation •  Service delivery involves workflow •  Work flows through a series of knowledge discovery activities
  55. 55. AGILE CHEF THE Powered by STATIK STATIK = Systems Thinking Approach To Introducing Kanban 1.  Purpose 2.  Sources of dissatisfaction 3.  Analyze demand & capability 4.  Identify work item types 5.  Model the discovery process 6.  Classes of Service 7.  Design the board 8.  Implement!
  56. 56. AGILE CHEF THE Powered by As a coaching tool….. •  Hersey & Blanchard •  Tuckman
  57. 57. AGILE CHEF THE Powered by Shu Level / M1 Teams •  Example: Kick-starting a new team •  The agile coach should provide structure •  Great timing to introduce new processes, e.g. Scrum
  58. 58. AGILE CHEF THE Powered by Ha/Ri Level / M2 Teams •  Example: Team struggling for months to get scrum working for them in their context (Shu) •  Example: Experienced team ready to start experimenting with Scrum (Ha & Ri) •  Calls for a different coaching style!
  59. 59. AGILE CHEF THE Powered by With Scrumban, teams can figure out for themselves what is the next best thing to do
  60. 60. AGILE CHEF THE Powered by References
  61. 61. AGILE CHEF THE Powered by Te veel Ad-Hoc (onplanbaar) werk Lange doorlooptijden (>30 dgn) Veel externe afhankelijkheden Lage voorspelbaarheid van doorlooptijden Veel uitval tijdens proces Hoge mate van specialisatie. Sterke behoefte aan kennisdeling Kanban Board ja ja met "parkeervak" ja met name ook refinement proces ja Risico categorieen op board via post-it kleur of op board op board WIP limieten Per persoon per kolom ja, niet op parkeervak per persoon Operations Review Meeting Maandelijks Maandelijks Maandelijks Backlog Refinement wekelijks Demo ja ja ja Retrospective twee wekelijks maandelijks maandelijks twee wekelijks twee wekelijks twee wekelijks Daily Stand up ja 1-2 x per week indien gewenst vaker 1-2 x per week indien gewenst vaker ja ja ja Lead Time / Control Chart Ja Ja
  62. 62. AGILE CHEF THE Powered by 62

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