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Scrum sucks! Kanban Rules!. Mark Gibaud #londonagile. Kanban basic concepts. “Kanban” = Visual Card Developed by Taiichi Ohno in the TPS. Kanban in the real world. Starbucks. Why care about kanban?. Improved quality of features Faster turnaround of features - PowerPoint PPT Presentation
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Scrum sucks! Kanban Scrum sucks! Kanban Rules!Rules!Mark GibaudMark Gibaud
#londonagile#londonagile
Kanban basic conceptsKanban basic concepts
““Kanban” = Visual CardKanban” = Visual Card
Developed by Taiichi Ohno in the TPSDeveloped by Taiichi Ohno in the TPS
Kanban in the real worldKanban in the real world
StarbucksStarbucks
Why care about Why care about kanban?kanban?
Improved quality of featuresImproved quality of features
Faster turnaround of featuresFaster turnaround of features
Reduces waste (context switching, delays, etc)Reduces waste (context switching, delays, etc)
2 Basic Rules2 Basic Rules
Visualize your workVisualize your work
Limit your work-in-progress - encourages flowLimit your work-in-progress - encourages flow
Little’s LawLittle’s Law
Little’s Law (queuing theory):Little’s Law (queuing theory):
L = λW.L = λW.
Length of a queue = arrival rate * average wait Length of a queue = arrival rate * average wait timetime
OR Wait time = length of queue / arrival rateOR Wait time = length of queue / arrival rate
OR Cycle time = WIP / ThroughputOR Cycle time = WIP / Throughput
Capacity utilizationCapacity utilization
Example Kanban BoardExample Kanban Board
[REDACTED]
Engineering practicesEngineering practices
Branch-by-featureBranch-by-feature
Subversion vs DVCSSubversion vs DVCS
Continuous Deployment / DevOps / Frequent Continuous Deployment / DevOps / Frequent ReleasesReleases
One-click deployOne-click deploy
Scrum metricsScrum metrics
Points - nobody outside dev understandsPoints - nobody outside dev understands
Velocity - unwieldy and subject to ambiguous Velocity - unwieldy and subject to ambiguous fluctuationfluctuation
Project-level estimation mechanism?Project-level estimation mechanism?
Kanban metricsKanban metrics
Cycle timeCycle time
Duration an item of work gets through the Duration an item of work gets through the systemsystem
ThroughputThroughput
How many items get done in x weeksHow many items get done in x weeks
Scenario 1: ScrumScenario 1: Scrum
Developer raises that feature will not be done Developer raises that feature will not be done by Friday, but by Mondayby Friday, but by Monday
Pressure to get it done => loss of qualityPressure to get it done => loss of quality
Pressure to delay release => difficult Pressure to delay release => difficult conversationsconversations
Pressure not to disappoint customersPressure not to disappoint customers
Scenario 1: KanbanScenario 1: Kanban
Developer raises that feature will not be done Developer raises that feature will not be done by Friday, but by Monday by Friday, but by Monday
Fine, I’ll let customers know it’ll be Fine, I’ll let customers know it’ll be released Monday and not Fridayreleased Monday and not Friday
No quality loss, developer pressure, No quality loss, developer pressure, customer hatecustomer hate
Scenario 2: ScrumScenario 2: Scrum
‘‘Critical’ bug reported after a releaseCritical’ bug reported after a release
Argument: Is it REALLY critical?Argument: Is it REALLY critical?
Patching: ceremony!!Patching: ceremony!!
Reputational loss with patchingReputational loss with patching
Interrupts ‘normal’ workflowInterrupts ‘normal’ workflow
If normal bug, gets prioritized against all other If normal bug, gets prioritized against all other backlog items, loses, stays in the product.backlog items, loses, stays in the product.
Scenario 2: KanbanScenario 2: Kanban
‘‘Critical’ bug reported after a releaseCritical’ bug reported after a release
Fix it. Ship it. Usually in less than a day.Fix it. Ship it. Usually in less than a day.
Who cares how critical it is?Who cares how critical it is?
Who cares what opportunity cost there is?Who cares what opportunity cost there is?
Doesn’t interrupt ‘normal’ workflowDoesn’t interrupt ‘normal’ workflow
Customers impressed by response time?Customers impressed by response time?
Advantages of KanbanAdvantages of Kanban
Simple, understandable metricsSimple, understandable metrics
ScalesScales
Non-intrusive, evolutionaryNon-intrusive, evolutionary
Focus on quality, not deadlinesFocus on quality, not deadlines
Metrics that a PMO (and customer) Metrics that a PMO (and customer) understandsunderstands
Includes all functionsIncludes all functions
Kanban scalesKanban scales
Kanban PMOKanban PMO
[REDACTED]
DisadvantagesDisadvantages
Counter-intuitive practices/foundations? eg. Counter-intuitive practices/foundations? eg. Little’s LawLittle’s Law
Fully enabled only by advanced engineering Fully enabled only by advanced engineering practicespractices
Doesn’t encourage collaboration as well as Doesn’t encourage collaboration as well as ScrumScrum
Rely on maturity of team for collaborationRely on maturity of team for collaboration
More informationMore information
@markgibaud@markgibaud
Google!Google!
VersionOne WhitepaperVersionOne Whitepaper
NetObjectives WhitepaperNetObjectives Whitepaper
““Demystifying Kanban”Demystifying Kanban”
Consider thisConsider this
A lot of the people using Kanban today, were A lot of the people using Kanban today, were the people using Scrum 5/10 years agothe people using Scrum 5/10 years ago
Dan North: “Scrum is training wheels”Dan North: “Scrum is training wheels”
Songkick, 7DigitalSongkick, 7Digital
Questions?Questions?
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