scrum and kanban - amazon web services

© Patrick Steyaert, 2013

Scrum and Kanban- Looking inside the box -

- Thinking outside the box -

Patrick SteyaertSeptember, 2013

Scrum and Kanban


Agenda

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2

Scrum and Kanban

Deliver w

hat the customer w

antsw

hen the customer w

ants itAdaptation to a changing environment

Solving hard problems with diverse problem solvers

Looking inside the box

Thinking outside the box

organize work, deliver value, improve business fitness


Two archetypical cases

Big-utilities, ICT department

§ Big-Utilities’ is undergoing a drastic transformation to deal with economic pressure.

§ The transformation is implemented through a number of business transformation programmes.

§ The ICT department needs to support these transformation programmes while at the same time reducing cost.

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Digital-Innovations ltd

§ Start-up technology company

§ Development is driven by a small, co-located team of experienced developers

§ As Digital-Innovations is moving towards a more feature rich product, the development team needs to be extended with a test team, functional analysis skills and extra development capacity.

§ Because of cost and availability of skilled engineers near- or offshoring is considered

It was the best of times, it was the worst of times.


Part 1: Looking inside the box

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The Scrum Guide

The Definitive Guide to Scrum: The Rules of the Game

October 2011

Developed and sustained by Ken Schwaber and Jeff Sutherland


Core practices

Kanban

1. Visualize

2. Limit WIP (Work In Progress)

3. Manage Flow

4. Make Process Policies Explicit

5. Implement Feedback Loops

6. Improve Collaboratively, Evolve Experimentally (using models/scientific method)

Scrum

1. Task board, Burndown

2. Iterations

3. Teams & time-boxes

4. Definition of “Done”

5. Transparency, Inspection, Adaptation (Scrum theory)

6. Retrospectives

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Lean roots

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Toyota Production System (TPS)

Work organizationWork cellsPull

Value streamsPacemaker

Parts supply

Deliver what the customer wantswhen the customer wants it


TPS – Organizing work: Work cells 7

§ Work cell§ A cell is an arrangement of

processing steps next to each other through which parts are processed in continuous flow.

§ Cells may be operated by multi-skilled workers as different machines are operated by a single operator.

§ Continuous flow§ Items are processed and moved

directly from one processing step to the next processing step, one work item at a time.

§ Each processing step produces a work item just before the next processing step is ready with processing the previous item.

Work cell

Scrum and Kanban


TPS – Organizing work: Pull

§ Pull (versus push)§ Only produce what is needed

when it is needed§ The trigger to produce comes

from the customer (downstream) to the supplying process (upstream)

§ Kanban§ Kanban is the signal to the

upstream process to produce§ Kanban can be a card, box,

lamp, etc.

§ CONWIP (CONstant WIP) is an alternative to Kanban to implement pull

FLOW

Customer process

Supplying process

Part or Product

Kanban

PULL

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Translation to knowledge work?

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Knowledge work: Solving hard problems with diverse problem solvers

§ No individual problem solver always locates the global optimum solution

§ For any solution other than the global optimum, some problem solver can find an improvement

Knowledge discovery process: Validated learning

deliver features according to requirements

DeliveryDiscovery Validation


Organizing knowledge work

Hard problems requiring diverse problem solvers

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Structured task settingSimilarly structured problems n

Requiring workers with different skills to work togethern

Unstructured task setting§ Ambiguous, ill-structured, varying

problems

§ Requiring multi-skilled workers

Edwin HutchinsCognition in the wild


Cells that swarm 11

§ Cell§ Small self-directed unit of

multi-skilled members that swarm on work

§ Swarm§ The whole team collaborates

on a single problem

§ The whole team collaborates to get work done

Scrum and Kanban

Unstructured task setting: Ambiguous, ill-structured, varying problems, requiring multi-skilled workers


Crews that pull

§ Crews§ Work flows between people

with specific roles guided by explicit policies

§ Pull§ Pull is implemented by

limiting work in progress§ Pull is implemented by

Kanban or CONWIP

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Structured task setting: Similarly structured problems, requiring workers with different skills to work together


Translation to knowledge work?

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Knowledge discovery process: Validated learning



Knowledge work: Solving hard problems with diverse problem solvers

§ No individual problem solver always locates the global optimum solution

§ For any solution other than the global optimum, some problem solver can find an improvement


Lean organization – Value streams

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The pacemaker (a work cell)• Assembles the final product for the

customer

• Deliver what the customer wants when the customer wants it

• Create level flow for supply processes

FLOW

Parts supply (a pull process)• Delivers parts

• Just-in-time delivery of parts

• Parts are pulled by the pacemaker

pull pull pull

SCHED

ULE


Delivering value

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Exploiting and existing value streamLead time n

Quality n

Predictability n

Conformance n

Safety n

Creating a new value stream§ Acquisition

§ Activation

§ Retention

§ Referral

§ Revenue

Deliver what the customer wants when the customer wants it

Digital innovation is creating a new value stream

Big utilities is exploiting its existing value stream


The pacemaker as the driver of knowledge discovery

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The pacemaker (a work cell)• Assembles the final product for the

customer

• Deliver what the customer wants when the customer wants it

• Create level flow for supply processes

Integration, Building , Deploying

Solving a business or customer problem

Decomposing the work in manageable pieces


Creating a new value stream

Digital innovation mainly functions as a pacemaker


Do we have parts supply in knowledge work?

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A feature or maintenance crew

Parts supply (a pull process)• Delivers features, CRs, fixes

• Just-in-time

• Parts are pulled by the pacemaker



Exploiting an existing value streams

Big utilities IT is mainly acting as a feature crew


Dominant thinking models

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Digital innovation is creating a new value stream

Big utilities is exploiting its existing value stream

pull

pullDominantly crews

Dominantly cells


New organization patterns

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Pacemaker cell

pull

Feature crew

pull

pull Crew supplying pacemaker

Pacemaker cellPacemaker cell

Pacemaker cellPacemaker cell

Band of pacemakers


Part 2: Thinking outside the box

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Roles, rituals & artifacts

Kanban

§ Roles§ Initially, respect roles,

responsibilities & job titles

§ Rituals§ Daily standup§ Input queue replenishment§ Release planning§ Operations review

§ Artifacts§ Backlog/upstream kanban§ Input queue§ Kanban board§ Cummulative flow diagrams,

process control charts§ Items in output queue

Scrum

§ Roles (Scrum team)§ Product owner, scrum master,

scrum team

§ Rituals (Scrum events)§ Daily standup§ Sprint planning§ Sprint review§ Retrospective

§ Artifacts (Scrum artifacts)§ Product backlog§ Sprint backlog§ Scrum board (task board)§ Burn down chart§ Increment

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A different change approach

Kanban

§ Roles§ Initially, respect roles,

responsibilities & job titles

§ Rituals§ Daily standup§ Input queue replenishment§ Release planning§ Operations review

§ Artifacts§ Backlog/upstream kanban§ Input queue§ Kanban board§ Cummulative flow diagrams,

process control charts§ Items in output queue

Scrum

§ Roles (Scrum team)§ Product owner, scrum master,

scrum team

§ Rituals (Scrum events)§ Daily standup§ Sprint planning§ Sprint review§ Retrospective

§ Artifacts (Scrum artifacts)§ Product backlog§ Sprint backlog§ Scrum board (task board)§ Burn down chart§ Increment

Kanban foundation principles

• Start with what you do now

• Agree to pursue incremental, evolutionary change

• Initially, respect current roles, responsibilities & job titles

Scrum guide end note

• Scrum’s roles, artifacts, events, and rules are immutable

• Although implementing only parts of Scrum is possible, the result is not Scrum.

• Scrum exists only in its entirety

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Evolution in action

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Geospiza Scandens(cactus finch)

Geospiza Fortis(medium ground finch)

Peter and Mary Grant

Darwin’s Finches and their eco-niches on the Galapagos islands.


Selection pressure

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Bea

k dep

th (

mm

)

9.25

9.5

9.75

10

10.25

Jul75

Jan75

Mar76

Jun76

Dec76

Mar77

Jun77

Dec77

Mar78

Jul78

Jan79

Drought

The evolution of the beak depth ofG. Fortis on the island of Daphne Major


Business fitness (1)

§ How well is your organization adapted to the current business environment?

§ How well are you delivering what the customer wants when the customer wants it?

§ How well are you solving hard problems with diverse problem solvers?

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Adaptation to a changing environment

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Hard seeds

Soft seeds

Big beaks

Small beaks

Drought

DroughtEl Nino

El Nino

19851977 1983

Big beaks Small beaksDrought initiates a release

El Nino initiates a renewal

Gradual change

Abrupt change


Exit cycle

Business fitness (2)

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Back loopDiscovering new business & creating new value streams

Front loopGrowing established business & exploiting existing value streams

Abrupt change

Gradual change

How well is your organization adapted to a changing business environment?


Sense making framework to improve business fitness

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Run – Change

Deliver – Discover

Pull – Swarm


Conclusion

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Scrum and Kanban

Deliver w

hat th

e custom

er wan

tsw

hen

the cu

stomer w

ants it

Adaptation to a changing environment

Solving hard problems with diverse problem solvers

Looking inside the box

Thinking outside the box

organize work, deliver value, improve business fitness


Thank You

Scrum and Kanban

[email protected]@PatrickSteyaert

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We need good glasses to go beyond known recipes

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“If you do not understand the why, you should not try to scale it”, D. Snowden

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