what do you get if you cross kanban with extreme xanpan ... · xanpan “zan-pan” team centric...
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allan kellyTwitter: @allankellynethttp://www.allankelly.net
Xanpan“Zan-pan” Team centric Agile
What do you get if you cross Kanban
with Extreme Programming?
2014-2020
We don’t need another Methodology
Scrum
FDDASDPrince2
SSADM
Crystal(s)Method1 Lean
Kanban
Xanpan
Extreme
ProgrammingRUP
OUP
Pragmatic AgileScrumBan
DSDM
Choose your Cola
Kent BeckXP-Cola
Ken & Jeff’sScrum-Cola
David AndersonKanban-Cola
Allan KellyXanpan-Cola
Where did Xanpan come from?
• Experience (Lean+XP)– Blue-White-Red
• Kanban• XP• Plus – Seeing others– Reports of other cross-overs
• Making sense of what I see
XP Kanban & Lean
1First
concept
XP Kanban & Lean
Product Management
2
XP &
ScrumKan
ban
& Lean
Product
Management Other s
tuff3
Principles
• Iteration routine• Team Centric– Planned & Unplanned work– Team over projects
• Invest in Quality / “Quality is Free”• Dis-economies of Scale• Flow: Emphasize, Level, Span, Constrain• Goodhart’s Law• Constructivism learning• Visualise
Practice
1. XP Technical practices: TDD, CI, etc.2. Teams can work on more than 1 stream– Flow multiple projects/product to 1 team
3. Break Stories to Tasks– Colour code work– Estimate in Points– Small is better - Think Small!
4. Benchmark against self– Velocity
Practices
5. Flow– Use Product “Ownership” (Product Management
& Business Analysis) to control (restrict) flow– Apply WIP limits– Absolute Prioritization
6. Planning levels (horizons)7. Pick’n’Mix8. Action over words
Practices
9. Fit work to the time– Deadlines are good– Limit WIP
10.Evolutionary change– Small Bangs are OK – but Big Bangs are bad
Some detail….
Iterations & Flow
• Iterations bring structureBut• Strict iterations break flow– “Story must be finished in sprint”– “Story cannot be bigger than a sprint”– Sprint tail overwhelmed by finished stories– Testers drop standards
• Strict iteration– Difficult at first – learn to think small
Repeat
Thursday
Friday
Monday
Tuesday
Wednesday
Ends
Work
Release
Dem
oStart
Prio
ritiza
tion
Brea
kdow
nAg
reem
ent
Review &
Retrospective
Planning
meeting
Thursday
Friday
Monday
Tuesday
Wednesday
Iteration - 2 week routine
Iterations & Flow
• Stories spanning sprints levels work– Break down stories to tasks– Tasks only counted when completed– When all tasks done, Story done
• 3 Strikes and you are out!– Story span 1 Sprint, OK, good– Story spans 2 Sprints, umm… Red Flag– Story spans 3 Sprints, Out! Story too big
Breakdown
• In planning meeting• Part– Software Design– Requirements elicitation– Opportunity to reduce scope– Estimation exercise
Image from Paul Goyette, Creative Commons Licensehttp://commons.wikimedia.org/wiki/File:Wrecking_ball.jpg
Epic
StoryStoryStoryStory
Not essential, use if useful
Blues – Stories• Business facing• Have automatic business value• Deliverable in own right• Deliverable sometime soon • Typically software feature but
anything which brings value –documentation, etc.
TaskTaskTaskTask Whites – Tasks• Typically developer tasks• No business value alone
Estimation: useful but building on sand
Estimation
1st rule of estimation:
Estimate value before effort
2st rule of estimation:
Only effort estimate work which is expected to happen within 3 months
Estimation
3srd rule of estimation:
Use historic data when making forecasts
e.g. if team averages 18 points a sprint then expect about 18 points next sprint
Yes, Estimation
I’ve come to like Planning
Poker but choose your own poison
• Estimate White tasks in planning meeting– Ball-park estimate Blues
• Estimates in Points– Your currency £ $ €– One currency– Forget hours
Estimation worthwhile? “I can bring a project in to the day”
?
• For scheduling? Perhaps– Some teams report good results– Some teams placebo effect– Long run average accurate enough
• Provides Developers with safety valve• Useful input to design process(Forget actuals – retrospective estimates)
Estimation…
• Within 3 months effort estimates:– Generally right– Useful in designing & scheduling
• Beyond 3 months:– Estimates too variable– Work changes
• Value estimate beyond 3 months essential
Estimation
4rd rule of estimation:
Assess deliveries for benefit realizedClose the loop on value estimates
5th rule of estimation:
Count effort points but do not change retrospectively
Reds
YellowsUnplanned work
GreenSpecific to you
Planned & Unplanned work
• Work planned in planning meeting• Unplanned work allowed at any time– Tag it, e.g. Yellow card– Retrospective estimation
• At end of the iteration count points unplanned– Graph/Track planned v. unplanned– Incorporate into planning velocity
Velocity: planned & unplanned work
0
2
4
6
8
10
12
14
16
18
20
1 2 3 4 5 6 7 8 9 10 11 12
Planned work done Unplanned work done Total done
Light Sabre
Every team must design their own board
Quality…
… makes all things possible
Quality core
What qualities are important to you?
Goodhart’s Law
Any observed statistical regularity will tend to
collapse once pressure is placed upon it for control
purposes.
Professor Charles Goodhart, CBE, FBA
Velocity & points break down if abused … and so do other measurements
Is Xanpan useful?
• Maybe – Take it– Use it
• Inspiration– Roll your own
Image from Ildar Sagdejev under Creative Commons licensehttp://commons.wikimedia.org/wiki/File:2009-02-15_Rolling_a_cigarette.jpg
33
E-book http://leanpub.com/xanpanAmazon for eBook & printed – Audio coming soon
Which brand of Cola are you drinking?
allan kellywww.softwarestrategy.co.ukwww.allankelly.netallan@allankelly.netTwitter: @allankellynet
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