releases continuously late?” “How do you expect me to sell this?” “We can put a man on the moon, but we can’t build a good product.” “How am I supposed to promote it if you can’t tell me when I’m getting it?” 2
& determine where improvements must be made To revamp your current product development processes To justify the necessity of injecting new processes into your work To compare the finer points of Scrum & Kanban To better quality, performance & meet user/buyer expectations 3
You’re flat organization caters to an imperial partner You serve many masters, none of which agree or communicate You have new hires – they have new hires 4 So, Where Do You Fit?
to commit anyways Constant task-switching reduces productivity Project Lead & Product Manager roles conflict & overlap Excessive work spent on pet projects & “ankle biters” Impossible to herd stakeholders with all the meeting conflicts What’s Your Biggest Barrier? 6
like Agile Kanban is not a framework or methodology – it’s a process model like Scrum Begins with five core properties Visualize Your Work Limit WIP (Work-in-Progress) Make Process Policies Explicit Manage Flow Improve Collaboratively Pro-Lean subcultures started to emerge in 2008. Dell, FedEx, eBay, Telerik, SAP & others have welcomed Lean Thinking. WTF is Kanban? 9
& estimating Promotes constant flow of work Spawns a “continuous improvement” culture Emphasizes on continual delivery while not overburdening the development team Encourages a “Think big, act small, fail fast, learn rapidly” philosophy Rally reported that customers get to market 50% faster and are 25% more productive when they employ Lean and Agile hybrid methods Scrumban Saves Lives 10
chunks of work each Iteration Commitment is optional Velocity is the default metric for planning Lead Time is the metric for planning Cross-Functional Teams Specialists (Cross-Functional Teams are optional) Decompose work to fit in a sprint No sizing requirements Burndown Charts Cumulative Flow Charts WIP limited by Sprint WIP limited by State Estimation prescribed Estimation optional Can’t change Sprint in process Add whenever there is capacity Sprint backlog owned by Team Kanban board shared by Multiple Teams Scrum board reset between Sprints Kanban board is persistent Prioritize backlog Prioritization is optional Requires Well-Formed Teams before starting a project Focuses on Flow rather than Team forming & norming No tactic for enforcing explicit policies Allows explicit policies Visibility of development work is black-boxed Visibility of development input, work & output Management is kept at bay Management is inclusive Compare Scrum to Kanban 12
Sprint backlog Encourages pull by demand rather than by force Promotes constant flow of work MUST SEE! Click here to watch a short, informative video about applying Kanban to Scrum – compliments of bti360 Scrumban in Layman’s Terms 14
Kanban plug-in’s Define different swimlanes Define exit criteria & set WIP limits Prepare Teams for being test candidates Run a spike cadence for 2-4 weeks Inspect & adjust as necessary When satisfied, form new Release Management processes 16 How To Get The Ball Rolling