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Scrumban

 Scrumban

The red pill approach for sustaining attractive products in an enterprise

Michael O'Rourke

May 29, 2012
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  1. “SCRUMBAN” – A LEAN-AGILE FUSION The red pill approach for

    sustaining attractive products in an enterprise May 29, 2012 Michael O’Rourke Senior Product Manager
  2. Sound Familiar?  “Your software sucks!”  “Why are your

    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
  3. Think About What You Want  To expose product complaints

    & 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
  4.  You’re an enterprise disguised as a small business 

    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?
  5.  Don’t have what’s needed to start work but forced

    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
  6.  Nearly impossible to scale-up with enterprises going through big

    org changes  Being in constant crunch modes encourages cutting corners – leaving piles of technical debt  Lacks flexibility during transitions – Scrum demands normalization before starting work  Remember These?  Flexible  Predictable  Transparent  Practical Scrum Sucks for Big Changes 7
  7. Kanban processes Scrum Framework SCRUM BAN! Don’t Trash What You

    Have  Don’t panic – Scrum is not going anywhere  Simply add Kanban on top of your Scrum framework  Bake at 450° for 15 minutes  Voila! SCRUMBAN! 8
  8.  Pronounced kahn-bahn  Derives from Lean – a methodology

    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
  9.  Instills Lean principles  Reduces time devoted to planning

    & 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
  10. Scrum Kanban Time-boxed Iterations Cadences (Time-boxing is optional) Commit to

    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
  11. These go… …and get replaced by 13  Time-boxed 

    Sprint Planning  Fine-grained Stories  Estimating Tasks  Velocity  Cadences  Dynamic Planning  Coarse-grained Stories  Estimating Stories  Cycle Time Transition to Scrumban 13
  12.  Eliminates constant iterative cycles  Eliminates need for a

    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
  13.  Create a Kanban Board – Rally & JIRA offer

    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