Scrum vs. KanbanMigrating from Scrum to Kanban
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About Dimitri PonomareffDimitri Ponomareff (www.linkedin.com/in/dimka5) is a Coach. Whether it's a sports team, software products or entire organizations, Dimitri has that ability to relate and energize people. He is consistently recognized as a very passionate and successful change agent, with an overwhelming capacity to motivate and mobilize teams on their path to continuous improvements. He is a master facilitator, as well as a captivating speaker with consistent, positive feedback regarding his ability to engage an audience.
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As a certified Coach, Project Manager and Facilitator of "The 7 Habits of Highly Effective People", Dimitri brings a full spectrum of knowledge in his delivery of methodologies. Through teaching by example, he is able to build teams of people who understand where to focus their work to generate the most value.
He has coached and provided tailor-made services and training for a multitude of organizations. The short list includes, American Express, Charles Schwab, Bank of America, Morgan Stanley, Choice Hotels International, JDA Software, LifeLock, First Solar, Mayo Clinic and Phoenix Children's Hospital. Dimitri enjoys his work, and does everything to ensure he shares his knowledge with others who seek it.
Agenda● Kanban overview
○ Visualizing the work○ Making the Process explicit○ Continuously improving the Flow
● Scrum vs. Kanban○ Starting with Scrum, evolving to Kanban○ Diagnosing a Scrum team○ Scrum time-boxed challenges
● Kanban (When & How)○ Ideal environments for Kanban○ Kanban JIT Backlog○ Estimates (or not) with Kanban - calculating Cycle Time○ Release planning
● Blending Scrum & Kanban○ Scaled Agile Framework (SAFe)○ Scrum + Kanban implementations○ Kanban board examples
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Kanban
Visualize the workflow● Kanban literally means "signboard" or "billboard"
Just-in-time (JIT)
● identify and eliminate wasteful activities, only build what you need Limit Work In Process (WIP)
● establish and respect your ideal capacity, do what works best to get the work done
Manage and optimize the flow/process
● continually seeks ways to reduce the lead time for getting the work done● make process policies explicit ● improve collaboratively
It's not an inventory control system; it's a pull scheduling system that tells you what to produce, when to produce it, and how much to produce.
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Toyota’s Kanban System
Philosophy of complete elimination of waste"Just-in-Time" means making "only what is needed, when it is needed, and in the amount needed."
Source: http://www.toyota-global.com/company/vision_philosophy/
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Kanban Board - Start
a
b
to do in process doneStart with a simple task board with 3 columns: to do, in process and done.
Each card represent a work item in the current scope. Names can be associated with the cards.
The key is to setup an easy way to visualize the work, and create an area for social interactions.
c
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Kanban Board - Start
a
b
to do in process doneStart with a simple task board with 3 columns: to do, in process and done.
Each card represent a work item in the current scope. Names can be associated with the cards.
The key is to setup an easy way to visualize the work, and create an area for social interactions.
b
a
to do in process doneA problem with such a simplistic board, is the lack of rules and the concept of time-boxing.
A typical problem is accumulating too much work in progress (WIP).
Kanban is more than just adding work items on a board, it's also applying a PULL process.
ab a
b acc
c
a
c
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Kanban Board - Start
a
b
to do in process doneStart with a simple task board with 3 columns: to do, in process and done.
Each card represent a work item in the current scope. Names can be associated with the cards.
The key is to setup an easy way to visualize the work, and create an area for social interactions.
b
a
to do in process doneA problem with such a simplistic board, is the lack of rules and the concept of time-boxing.
A typical problem is accumulating too much work in progress (WIP).
Kanban is more than just adding work items on a board, it's also applying a PULL process.
ab a
b acc
c
a
to do in process doneTo truly embrace Kanban, we must regulate the volume of cards on the board. This can easily be accomplished by identifying clear thresholds associated to better defined stages of work (columns).
Another improvement is to set a multi-tasking limit per user (2) and using late binding of tasks to owners. Note that not all team members must have 2 tasks with their names, this is a maximum of 2.
b
c
a
ready
a
c
c
52
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Kanban Board - Mechanics
to do in process done
b
c
a
ready
a
c to do in process done
b
c
a
ready
a
c to do in process done
b
c
a
ready
a
c
a
1. Team member A completes a card and moves it to the "done" column.
2. Team member A pulls a new card from the "ready" column and starts working on it by placing it in the "in process" column. 3. The team responds to the
pull event and selects the next priority card by moving it to the "ready" column.
2
5
5
5
2
2
2
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Kanban Board - Flow
Now that we have established our team capacity and we have a pull system, we can streamline the ideal flow.
to do in process done
b
c
ready
a
c
b
to do specify done
bc
ready
a
c
b
execute
2 5 2 2 3
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Kanban Board - Flow
Now that we have established our team capacity and we have a pull system, we can streamline the ideal flow.
a
backlog specify done
b
ready
a
cb
complete execute
c
to do in process done
b
c
ready
a
c
b
to do specify done
bc
ready
a
c
b
execute
2 5 2 2 3
28 3 2
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Roles
Scrum Overview
Product Backlog
(prioritized)
Sprint Backlog
Sprint Planning
Sprint Retrospective
Sprint Review
Daily Scrum
Product Increment
Sprint
Task Board
Sprint Burndown
ScrumMaster
Product Owner
Team
Stakeholders
Users
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What Kanban likes about Scrum
Roles
Product Backlog
(prioritized)
Sprint Backlog
Sprint Planning
Sprint Retrospective
Sprint Review
Daily Scrum
Product Increment
Sprint
Task Board
Sprint Burndown
ScrumMaster
Product Owner
Team
Stakeholders
Users
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Kanban with Scrum - or Scrumban
Roles
Backlog(JIT)
Retrospective
Daily Stand
UpContinuous Increments
Kanban Board
Team
Stakeholders
Users
ReviewPlanning
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Scrum vs. Kanban
Scrum Kanban
Board / Artifacts board, backlogs, burn-downs board only
Ceremonies daily scrum, sprint planning, sprint review, sprint retrospective
daily scrum, review/retrospective on set frequency and planning ongoing
Iterations yes (sprints) no (continuous flow)
Estimation yes no (similar size)
Teams must be cross-functional can be specialized
Roles Product Owner, Scrum Master, Team Team + needed roles
Teamwork collaborative as needed by task swarming to achieve goals
WIP controlled by sprint content controlled by workflow state
Changes should wait for the next sprint added as needed on the board (to do)
Product Backlog list of prioritized and estimated stories just in time cards
Impediments dealt with immediately avoided
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Scrum vs. Kanban
Sprint Day 1 Mid-Sprint Sprint Last Day
Any DayKanban
Scrum
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Diagnosing a Scrum team3 Roles ● Team - Is the team 5-9 people? Is it cross-functional or specialized?● ScrumMaster - Is there a real ScrumMaster or someone acting in the role?● Product Owner - Who actually writes the stories? Is the Product Owner truly
available?
4 Ceremonies ● Daily Scrum - Is it under 15 minutes? Does the entire team attend?● Planning - Is it collaborative? Is it often the same tasks/estimates?● Review - Do stories often carry over from sprint to sprint?● Retrospective - Is it taking place every sprint? Is the team raising concerns
with Scrum?
A few artifacts ● Product Backlog - Is it mostly maintenance/operational work?● Sprint Burndown - Are we burning story points or tasks?● Task board - Has the board evolved passed the 4 typical Scrum columns?
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Scrum time-boxed challenges● Time-boxes force stories to be smaller for the sole purpose of
"fitting" into the sprint length ● Breaking down stories require unnatural breakpoints create
difficulties for deployment and testing of the work● Too small of stories are no longer valuable and are not
potentially shippable product increment at the end of the sprint● Increased dependencies between stories, which requires more
coordination to plan the work● Increased testing due to the need to test (and retest) many
small incomplete stories that are difficult to test and require more scaffolding efforts
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Ideal environments for Kanban● If Scrum is challenged by workflow issues, resources and
processes● Event driven work
○ help-desk/support○ hardening/packaging phases
● Projects with frequent and unexpected user stories or programming errors
● Maintenance projects or sunsetting products● Around Scrum teams focused on new product development
○ work preceding sprint development (R&D, procurement)○ work following sprint development (system testing, release and
deployment)● Facilitating improvement communities across the organization
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Backlog
Kanban JIT Backlog
● extend board to include story creation/elaboration ● avoid creating/analyzing too many stories and having duplicates, reduce waste● assure the necessary level of analysis before starting development● the backlog should be event-driven with an order point● prioritization-on-demand - the ideal work planning process should always
provide the team with best thing to work on next, no more and no less
2 5 2
Elaboration Development Testing Deploy
1
Done
8
Queue
Estimating (or not) in Kanban
● No need to estimate at the card level, each card is "similar size"● Cards don't need to get broken down to tasks with estimates, the work is
known by the team and they will swarm to figure it out● Simply calculate the average Cycle Time for cards to get through the board
○ Done Date - Start Date = Cycle Time
2 4 2
Elaboration Development Testing Deploy
1
Done
12 days
24 days
Agile Release Planning week 1 week 2 week 8week 7week 6week 5week 4week 3
Kanban team releasing every 2 weeks like Scrum
sprint 1 sprint 3sprint 2 sprint 4Scrum team releasing every sprint
Kanban team releasing every week
Kanban team release when ready/needed
planning review & decision to release retrospective
Blending Scrum and Kanban
Scrum + Kanban
Scrum KanbanScrumScrum
Q1 Q2 Q3 Q4
Yearly Release (or very long ones)
Some organization choose to release only once a year. Although not ideal in Agile because it removes the advantages of going to market as soon as something is ready, this scenario requires that you get it right the first time / the only time you release that year!
When new features are planned at the beginning of the year, the team(s) will benefit from working in a structured environment with time boxes and discipline with regular ceremonies (Scrum).
The challenge will be at the end when other groups join the effort to prepare the release of this work. The coordination and possible issues that arise will benefit from switching all efforts to hardening the release (no new development) and following a clear process (Kanban).
Scrum Kanban
Scrum + KanbanSOA Environments
In Service Oriented Architecture (SOA) environments, building/maintaining services is a specialty and requires a certain type of developer. Since there are rarely enough SOA developers to be on every development team/project and there is a need to centralize work on services, the SOA development is a specialized process that received demands from multiple teams/areas. The key is to funnel all requests.
The visual nature of Kanban is ideal for SOA because it forces to respect their WIP limits and all the work across the various areas is clearly visible to organize and prioritize. Also SOA requires experts and that is the huge difference between Scrum (cross-functional) and Kanban (specialized).
Scrum Kanban
Team 2Team 1 Team 3
SOA Team
service A
service B service C
service D service E service F
Scrum + KanbanApplications vs. Infrastructure
Scrum and Kanban are both Agile methodologies. The key is that they share the same values and principles, and therefore the basis to improve behaviors to reach common organizational goals.
Scrum tends to take the organization by storm in the spirit of increasing efficiencies, but if the IT groups are not also Agile, Scrum hits a wall. Scrum teams have roles/ceremonies that align the business and development sides, but once this is achieved there is another technical component (IT), which cannot be left at the end. The goal is to find common grounds to streamline the work across the organization. IT doesn't have the need/luxury of the Scrum roles, they need clear Agile processes (Kanban).
Team 2
Team 3
Team 5
Network Team
Scrum Kanban
DBA Team
Release Team
Support Team
SecurityTeam
Team 1
Team 4
Kanban Board Example
Kanban for Portfolio Management
Queue In Process Release Done
Concept Scope Development Testing
Project Team #1
Project Team #2
Project Team #3
6 5 2
Kanban for Architecture
Queue In Process Release Done
ModelingAnalysis Development Testing
Service #1
Service #2
Service #3
6 5 2
Backlog In Process Done
Production
Release
Dev Support
Project A
Project B
Analysis
Specify Execute
Kanban for IT
8 3 6
Kanban for Support with multiple clients
BacklogIn Process
DoneSpecify Publish
Estimate
C1
C4C3
C2
Design Code Test Package
New Analysis Development DoneProduction
Issues
3 2 3 42
Kanban for Marketing
Priorities In Design Done3rd PartyIdeas Release
Web Event
COM PR
ValidateReviewSpecify Execute 2438
Kanban for Sales
Queue Create RFP Review Done
RFP Ready In Progress Complete
Sales Team #1
Sales Team #2
Sales Team #3
26 5
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Thank You
Resources and References● Scrumban - Essays on Kanban Systems for Lean Software Development
by Corey Ladas
● Kanban and Scrum - making the most of both by Henrik Kniberg, Mattias Skarin
● Wikipedia - Scrum
http://en.wikipedia.org/wiki/Scrum_%28development%29#Scrum-ban
● Toyota○ Just-in-Time — Philosophy of complete elimination of waste○ TPS (Toyota Production System) or "kanban system"○ http://www.toyota-global.com/company/vision_philosophy/
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