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Sudokuban is a Kanban in practice example activity that takes about 20-25 minutes to run. This is the slidepack that goes with the game to briefly introduce Kanban before the game and then give some more in depth information afterwards. The benefit of a Sudoku based game is that it mimics the software development process more closely - ie requires in depth, concentrated effort, where pairing could hamper the concentration. The sudoku game pack comprises of 12 sudoku puzzles, setup partly in progress in flow with low WIP limits. Quality issues are embedded into the pack to ensure that failure occurs immediately and WIP constraints get met to force the change in behaviour. Expedites are added part way in (two closely together) to form behaviour around handling them. Team will generally learn: 1) How to use WIP limits 2) How to swarm to remove blockers 3) How to handle expedites 4) To re-prioritise according to value 5) The value of someone still looking out for the team's flow Conducted at Sydney's AgileTour 2013.
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Sudokuban
Renee Troughton
Familiar?
4 activities 4 artifacts 3 roles
Sprint Planning
Daily Scrum
Sprint Review
Retrospective
Product Backlog
Sprint Backlog
Sprint Burndown
Product Burnup
Scrum Master
Product Owner
Scrum Team
32
The growth of Agile-esk methods
Scrum Kanban
eXtreme Programming
Lean Startup
SAFe
FDDDSDM
Crystal
CynefinRadical ManagementStoosNVCRightshiftingLeanBeyond Budgeting
Disruptive vs evolutionary
Scrum Kanban
eXtreme Programming
Lean Startup
SAFe
The basics
Visualise& ManageFlow
Make Policies Explicit
Limit Work InProgress
Pull Work
ImplementFeedback Mechanisms
ImproveCollaborativelywith metrics
Sudoku basics
Sudokuban rules
1. Up to 5 teams can be around the room. Each team has to have:1 Scrum Master / Visual Leader3 Sudoku Experts1 Quality Assurance 1 ReporterObservers or timers are allowed
2. Teams must not break their work in progress limits, unless to handle expedites appropriately
3. The objective of the game is to be the team that has achieved the most value by the end of the timebox
Sudokuban round 1
Mini retrospective
1.What worked well?2.What to do differently?
Choose new WIP limits
Sudokuban round 2
Mini retrospective
1.What worked well?2.What to do differently?3.What still puzzles you?
Visualise FlowDoing Visualised Flow Being Agile
1. Understand the steps that every User Story will need to go through to get “done”
2. Setup a wall with these flow states and the Sprint Backlog
3. Break it flow into two subflows – “in progress” and “done”
4. Move cards real-time
1. The User Story Wall is an accurate reflection of work status at any point in time
2. User Stories are moving like a leaf in a stream and are not getting stuck on rocks
3. The team are watching all User Stories
4. Information is not hidden
Sprint Backlog
Analysis Dev DoneTest Deploying
Manage FlowDoing Managed Flow Being Agile
1. Watch for constraints arising and proactively course correct
2. Adjust resources or WIP limits if needed
3. Track throughput using a Cumulative Flow Diagram
4. Understand your cycle time and lead time and work these down
5. Have an approach for handling the unknowns, eg. Production support issues
1. Do away with estimation if work is all the same size and the cycle time and lead time is known for the class of service
2. Can do away with Sprints, but still need to have some of the cadence activities
3. Impact to the flow is known when “rush work” is done
4. Metrics are gathered for suspected problem areas and used as a means for decision making
5. The team as a whole take responsibility for reducing the cycle and lead time
Make policies explicitDoing Explicit Policies Being Agile
1. Write up known constraints (either self-imposed or imposed from others)
2. Use this area as a discussion opportunity to challenge the constraints with the imposer
3. Gather metrics if necessary on the impact of the constraint
1. Management and other teams are open to being challenged on policies where their value is in question
2. How information moves and is deliberately restricted is visually represented on the User Story Wall and anyone within the team can walk external people through it
Pull workDoing Pulling work Being Agile
1. Pull work if you are able to actively work on it AND if your Work In Progress limits allow it
2. Always pull the highest priority work
1. The team work together to remove constraints when they cannot pull anymore work
2. By not pushing work it means that the team works at a sustainable pace
Sprint Backlog
Analysis Dev DoneTest Deploying
4 6 2
Limit Work In ProgressDoing Limit WIP Being Agile
1. Set limits to the number of stories that can be in flow states after the Sprint Backlog and before Done/Completed – ie Analysis, Development, Test
2. Initially set to people handling that flow state x 2
3. Only allow that number of stories or less in that flow state at a time
1. Limiting work in progress reduces context switching
2. It also focusses on doing more with less
3. And ensures that roadblocks are a key focus area
4. Reducing the WIP Limit will show the constrained areas
Sprint Backlog
Analysis Dev DoneTest Deploying
4 6 2
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Questions?
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Renee Troughton
leanpub.com\AgileForest
