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Kanban VS Scrum

Kanban VS Scrum. Alimenkou Mikalai 05.12.2009. Agenda. Introduction to Kanban Kanban main principles Example from Kanban-land When apply/not apply Kanban? Comparison of Scrum and Kanban. What is a Kanban?. " Kan " means visual, and " ban " means card or board.

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Kanban VS Scrum

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  1. Kanban VS Scrum Alimenkou Mikalai 05.12.2009

  2. Agenda • Introduction to Kanban • Kanban main principles • Example from Kanban-land • When apply/not apply Kanban? • Comparison of Scrum and Kanban

  3. What is a Kanban? "Kan" means visual, and "ban" means card or board. A Kanbanis a physical card used in Toyota Production System (TPS) to support non-centralized "pull" production control. It has spread to the manufacturing industry all over the world as a tool of Lean Manufacturing.

  4. Kanban Practices • Map the Value Stream • Visualize the Work • Limit Work in Progress • Establish a Cadence • Enable continuous improvement

  5. Kanban Board Source: Crisp(http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)

  6. Limiting Work in Progress • Reduce multi-tasking • Prevent context switching • Performing tasks sequentially yields results sooner • Maximize throughput • Enhance teamwork • Working together to make things done • Increase cross-functionality

  7. Pull, Don’t Push

  8. WIP Limit Strategy • Start with some initial value • Small constant (1-3) • Number of developers • Number of testers • Measure the cycle time • Average time of one piece full cycle flow • Change limit to decrease cycle time

  9. Idle Team Members Guide • Can you help progress and existing kanban? – Work on that. • Don’t have the right skills? – Find the bottleneck and work to release it. • Don’t have the right skills? – Pull in work from the queue. • Can’t start anything in the queue? – Check if there any lower priority to start investigating. • There is nothing lower priority? – Find other interesting work (refactoring, tool automation, innovation).

  10. What is Cadence? “A regular cadence, or heartbeat,establishes the capability of a team to reliably deliver working software at a dependable velocity. An organization that delivers at a regular cadence has established its process capability and can easily measure its capacity.”

  11. Kanban Metrics • Stories in progress (SIP) • When story enters stories queue set entry date (ED) • When story enters first process step set start processing date (SPD) • When story is done set finish date (FD) • Cycle time (CT) = FD – SPD • Waiting time (WT) = SPD – ED • Throughput (T) = SIP / CT

  12. Workflow Diagram

  13. 5 Wrong Reasons to Apply Kanban • User stories diversity • User stories vary in size a lot, large stories don’t feet into an iteration • Failed iterations • Many stories are not completed in a single iteration • Failed retrospective meetings • Retrospective meetings are waste • Shared people • We have a single pool of developers for some projects • Simplicity • Kanban is so simple, no planning, no retrospectives, no estimations

  14. 5 Right Reasons to Apply Kanban • Ability to release anytime • When user story is ready you may release it • Ability to change priorities on the fly • Not started stories queue is always changeable • No need in iterations • Iterate first then flow • No need to estimate • Release when it is ready, do most important story • Perfect flow visualization • Clear view of current work in progress

  15. When no Need in Iterations? • Support project • Bug fixing stage • All valuable stories are too large and can’t be divided • Testing can’t be finished in iteration so quality suffers • Team is self-organizing and trusted enough to work without iterations • No backlog ready for iteration planning

  16. When no Need to Estimate? • You are new to the project • Estimations don’t change plans • Velocity is not taken into account • Team is very experienced in breaking tasks • Average cycle time is enough for the customer

  17. Example from Kanban-land 1 2 Source: Crisp(http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)

  18. Example from Kanban-land 3 4 Source: Crisp(http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)

  19. Example from Kanban-land 5 6 Source: Crisp(http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)

  20. Example from Kanban-land 7 8 Source: Crisp(http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)

  21. Example from Kanban-land 9 10 Source: Crisp(http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)

  22. Example from Kanban-land 11 12 Source: Crisp(http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)

  23. Kanban for Product Owners • New • Prioritized buffer • Unlimited size • Preparing • Work in Progress • Limited to PO capacity • Cycle time • Promotion model • Ready • Prioritized buffer • 1-2 Team Velocity • In Progress • Work in Progress • Limited to Team WIP limit

  24. Kanban Best Practices • Bugs get top priority • Set so minimal WIP as possible • Stories should be ”minimal marketable features” • Create separate column with goals • Add Scrum practices (daily scrum, retrospectives, demos) • Add XP engineering practices

  25. User Stories Mapping

  26. Kanban Issues • Lack of goal and focus • Less predictability • Less commitment level • More discipline required

  27. Scrum Overview

  28. Kanban is Less Prescriptive Source: Crisp(http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)

  29. Task Flow Scrum Kanban Source: Crisp(http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)

  30. Project Cadence Scrum Kanban Source: Crisp(http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf)

  31. Scrum VS Kanban (Similarities) • Both are Lean and Agile • Both use pull scheduling • Both limit WIP • Both use transparency to drive process improvement • Both focus on delivery releasable software early and often • Both are based on self-organizing teams • Both require breaking work into pieces • Both optimize release plan based on empirical data (velocity/cycle time)

  32. Scrum VS Kanban (Differences)

  33. Scrum VS Kanban (Differences)

  34. Don’t Forget That … ANY process or methodology (that is not actively destructive), applied to a skilled, disciplined, high-functioning, motivated team, will succeed, regardless of the process. Likewise, any process applied to a low-functioning team will likely fail.

  35. Resources • http://availagility.wordpress.com/kanban - largest collection of Kanban related resources • http://www.agileproductdesign.com/blog/2009/kanban_over_simplified.html - Kanban detailed description • http://www.lostechies.com/blogs/derickbailey/archive/2009/08/05/how-to-get-started-with-kanban-in-software-development.aspx - simple guide to start with Kanban • http://lizkeogh.com/2009/09/16/scrum-vs-kanban-fight - funny Scrum and Kanban dialog • http://www.crisp.se/henrik.kniberg/Kanban-vs-Scrum.pdf - great book from Henrik Kniberg

  36. Any questions? Email me:lumii.subscriber@gmail.com Read my blog:http://javadevelopmenttips.blogspot.com Visit my website:http://agilecoaching.com.ua

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