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Scrumban
The Agile Manifesto written in February 2001 has proven itself to be a powerful declaration of
vision that is holding for more than a decade and guides innovation into self-organized teams.
The manifesto contains twelve principals with four attributes that are referred to more often, and
these reflect the essence of the spirit and vision:
- Individuals and interactions over processes and tools- Working software over comprehensive documentation- Customer collaboration over contract negotiation- Responding to change over following a plan
More, the Agile practitioners have noted two axioms that are central to the agility efforts and are
separated from the costly practices from the point of view of the past:
First axiom: It is possible to split the work intro small iterations that bring value and that can be
individually planned.
Second axiom: It is possible to develop an iteration that brings value in a continuous flow from
requirements until delivery.
With all these guidelines to the path of agility, the selection and using a methodology (Scrum)
and a set of management practices (Kanban) are decisions that must be made in the context of
the commitment and the culture of the organization.
Scrum
There are many texts and blogs about Scrum, with details for curious practitioners, beginners or
more experienced people. A base description would be:
- Splitting the organization into small, cross-functional, self-organized teams- Splitting the work in a list of small, clear deliverables- Splitting the time into short iterations of fixed length (usually from one to four weeks)
with a potentially demonstrated, deliverable code after each iteration
- Optimizing the delivery plan and updating the priorities in collaboration with theclient, based on perspectives obtained after inspecting the delivery at each iteration
- Optimizing the process by having a retrospective after each iteration- Organization: roles: Product Owner, Scrum Master and a cross-functional
development team
- Practices: ceremonies: daily stand-up, functional product delivery in small iterationsof fixed lengths (Sprints), Sprint Planning, Retrospectives
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Kanban
Kanban can be characterized as an incremental and evolving work system. Derived from the
Toyota Production System (TPS) and introduced into the world of software development, aKanban system is in essence a powerful set of practices and simple tactics. The term Kanban
refers to a work unit that moves through the organizational workflow only when there the
necessary capacity exists for addressing that work at that step of the process.
Almost every Kanban definition as an administrative tool and workflow optimization starts with
the next basic elements:
- Visualizing the workflow: a visual representation of the process provides an exactview of the work status activity (e.g.: to do, in progress, done). A Kanban board is
used that has a set of columns that reflect the steps of the workflow. With this tool,
the work and the workflow are made visible in order to make the activities and
problems more obvious.
- Work in progress: Kanban limits work in progress (WIP) through an explicit policyset by the team to promote quality, concentration and finishing work (e.g.: the team
does not accept more than two simultaneous work activities for a single member).
Scrumban
What is Scrumban? The name appears to offer a simple response it must be a combinationbetween Scrum and Kanban. Some people think that the rules of Scrum are a little too strict and
that Kanban does not provide enough guidance when it comes to roles and when the planning
and retrospective should take place. So the solution would be combining the two.
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Scrumban represents the best elements from Scrum and Kanban where the key concepts of a
team that works together to finalize the work (Scrum) and the quantity of limiting the work at an
optimal value (Kanban) are combined into a methodology for a higher efficiency and visibility in
the development process.
There is nothing in Scrum that is incompatible with adopting Kanban. Nothing except the rule
that states that the rules cannot be changed. If you can validate the fact that it would be more
efficient to make planning more frequently or more rare, or decoupling the frequency at which
the retrospectives are made to the frequency the reviews are made, then Kanban says that you
should make that change. Scrum could also say that it is ok to make the change, but if you do,
you are no longer working in Scrum.
This is the key to what Scrumban represents. It is a process that is enhanced with Kanban, which
probably is no longer Scrum. A part of the Scrum framework that is wanted to be changed (or
maybe never used) because it is believed that the change is more appropriate, it brings more
benefits or supports less costs than pure Scrum. Such processes were used to being called,
somewhat derogatory, Scrumbut. Scrum is the more acceptable alternative, less pejorative, and
more positive because it implies the fact that you are using Kanban.
So, to reduce the confusion in discussions around this topic, a more acceptable Scrumban
definition would be: Scrumban is Scrum or a process like Scrum that is enhanced using
Kanban.
Scrum vs. Scrumban vs. Kanban
Scrum Scrumban Kanban
Partial visualization (input,
output and in progress)
Total visualization Total visualization
Backlog Backlog Backlog
Iteration fixed in time Depends on the teams
decision (Scrum / Kanban)
Continuous flow
Sprint Planning Depends on the teams
decision
Dynamic Planning
Estimated work for Sprint Depends on the teams
decision
Minimal work estimation
(estimated for flow)
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Resetting the Board after
Sprint
Depends on the teams
decision
Persistent Board
Burn-down (Burn-up) Charts Depends on the teams
decision
Accumulative flow
Work in progress (WIP)
controlled by the Sprintscontext
Depends on the teams
decision
Work in progress controlled
by the state of the workflow
Changes treated only in the
next Sprint
Depends on the teams
decision
Changes added on the board
(to do)
Impediments are treated
immediately
Depends on the teams
decision
Impediments are avoided
Conclusions
By spicing the Scrum process with Kanban elements, therefore resulting Scrumban, can bring
changes in the teams efficiency and using the Kanban board provides a higher level of
transparency. But is Scrumban better than Scrum? The answer to this question may vary from
case to case, depending on the nature of the work the team is doing and the environment in
which they are working. Scrumban can be an alternative to the Scrum process, if it applies better
on the needs of your organization/team.
References:
What is Scrumban?, Andy Carmichael, 2013
Implementing Scrumban, William Patrick Swisher, 2013
What makes Scrumban, Scrumban?, Thomas Cagley, 2013
Kanban as a Tool in the Agile Toolbox, Cognizant Technology Solutions, 2012