Talk given at the meetup of the Limited WiP Society Karlsruhe, Germany. The talk is about Scrum, Kanban and the transitions between the two grounded in practical experience.
period 2011-2015 Still not a large corporation and thank god no bureaucracy. Highly dynamic market situation (big data & analytics) I am talking about long-term product development Context 6
experiment. 2008 Creative chaos. 2011 Established Scrum in one team. 2013 Somehow ended up with component teams. 2015 Re-org to group teams around products and not components. 2012 More teams using Scrum.
long-term predictability in Scrum Frustration on failure to reach sprint goal vs pressure to cut on quality towards sprint end In-sprint reviews and releases to achieve continuous delivery Activities around sprint planning are not adding value
Limiting the backlog is hard, but valuable Sprint Planning time invested in story refinement Purpose of estimation reduced to reveal conflicting interpretations of a story Scrum vs Kanban - Results 14
problems emerged (Watch a Craig Larman talk!) But what is the alternative? Feature teams? Team members are either specialists or generalists. Why support only one type? Scaling - Starting Point 15
teams with Kanban mode + Scrum practices Single backlog for each product Refinement and story review on demand. Estimation in T-Shirt sizes Feature areas of the product established to group stories around topics and not components Scaling - The Change 17
Cooperation between component devs not enforced (like in feature teams). Potentially delayed team formation? + Developers are generally happy after the change + Priorities don’t stop at artifact borders + Cross component work happens Decision making in large groups is hard. Be it several feature teams or a single large team. Scaling - Results 18