scrumagilean: understanding lean and forgetting scrum vs kanban
DESCRIPTION
A high level introduction to how Lean and Agile fit together and how Kanban and Scrum should be viewed as complementary ideas, rather than competitive approachesTRANSCRIPT
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ScrumagileanLet’s Stop Talking about Scrum vs Kanban
Jon Terry LeanKit COO
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Jon Terry is Chief Operating Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods.
Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master and a Kanban Coaching Professional.
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ABOUT JON TERRY
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THE REAL “Versus” Water-Fail
Change is a given.
We can’t control it.
Plan for bad changes.
Embrace good ones.
Requirements
Design
Develop
Test
18+ months?!
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Agile
Scrum
XP
Lean / Kanban
A narrow IT-focused view of the newer techniques
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1960s-1980s 1980s 1990s 2000s Today
TOC
Just-In-Time
Kanban
Lean Manufacturing
Lean Healthcare
Lean Software Development
Lean Enterprise
ToyotaProduction
System
Six Sigma
TQM
Agile
XP
Scrum
Focus on rapid flow and feedback vs. planning and “efficiency.”
A Broader Perspective
Team Members and Stakeholders can:
Eliminate Waste
Build Quality In
Create Knowledge
Defer Commitment
Deliver Fast
Respect People
Optimize the Whole
Lean PD System
Process
Skille
d Peo
ple
Tools & Technology
1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects
Lean Principles nicely map to & enhance Agile best practices
Team Members and Stakeholders can:
Eliminate Waste
Build Quality In
Create Knowledge
Defer Commitment
Deliver Fast
Respect People
Optimize the Whole
Lean PD System
Process
Skille
d Peo
ple
Tools & Technology
1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects
If your client wouldn’t gladly pay part of your itemized bill, it’s waste
Team Members and Stakeholders can:
Eliminate Waste
Build Quality In
Create Knowledge
Defer Commitment
Deliver Fast
Respect People
Optimize the Whole
Lean PD System
Process
Skille
d Peo
ple
Tools & Technology
1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects
Doing has no value, only done (quickly)
Team Members and Stakeholders can:
Eliminate Waste
Build Quality In
Create Knowledge
Defer Commitment
Deliver Fast
Respect People
Optimize the Whole
Lean PD System
Process
Skille
d Peo
ple
Tools & Technology
1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects
If most features aren’t used & most work is in support, then most work is waste
Team Members and Stakeholders can:
Eliminate Waste
Build Quality In
Create Knowledge
Defer Commitment
Deliver Fast
Respect People
Optimize the Whole
Lean PD System
Process
Skille
d Peo
ple
Tools & Technology
1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects
Knowledge degrades with every transfer
Team Members and Stakeholders can:
Eliminate Waste
Build Quality In
Create Knowledge
Defer Commitment
Deliver Fast
Respect People
Optimize the Whole
Lean PD System
Process
Skille
d Peo
ple
Tools & Technology
1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects
Focus on failure-proofing your process rather than testing for failures
Team Members and Stakeholders can:
Eliminate Waste
Build Quality In
Create Knowledge
Defer Commitment
Deliver Fast
Respect People
Optimize the Whole
Lean PD System
Process
Skille
d Peo
ple
Tools & Technology
1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects
You don’t know until you try. You don’t really know until your client does
Team Members and Stakeholders can:
Eliminate Waste
Build Quality In
Create Knowledge
Defer Commitment
Deliver Fast
Respect People
Optimize the Whole
Lean PD System
Process
Skille
d Peo
ple
Tools & Technology
1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects
Wait. If you can’t wait, invest in parallel experiments
Team Members and Stakeholders can:
Eliminate Waste
Build Quality In
Create Knowledge
Defer Commitment
Deliver Fast
Respect People
Optimize the Whole
Lean PD System
Process
Skille
d Peo
ple
Tools & Technology
1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects
But I repeat myself
Team Members and Stakeholders can:
Eliminate Waste
Build Quality In
Create Knowledge
Defer Commitment
Deliver Fast
Respect People
Optimize the Whole
Lean PD System
Process
Skille
d Peo
ple
Tools & Technology
1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects
Modern business is innovation. If only the leaders’ brains are working, you’re dead
Team Members and Stakeholders can:
Eliminate Waste
Build Quality In
Create Knowledge
Defer Commitment
Deliver Fast
Respect People
Optimize the Whole
Lean PD System
Process
Skille
d Peo
ple
Tools & Technology
1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects
Your process has a bottleneck. Improvements elsewhere may be wasted
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Release 1
Iteration 1
Iteration Planning
Daily Standup
Demo / Retro
Iteration n
Iteration Planning
Daily Standup
Demo / Retro
Iteration Backlog
Fixed Time and Resource
Not Done
Iteration Backlog
Not Done
Product Owner
Ideas
Product Backlog
Release Planning
Release Backlog
Scrum mandates new roles, “rituals” and cadence for a team.
THE SCRUM PROCESSScrummaster
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© LeanKit, Inc. 2013
THE KANBAN METHOD YepWe use sticky notes
But …
There’s a bit more than that
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1. Visualize the (current) workflow
2. Limit Work-in-Progress (WIP) *
3. Manage (for smooth) flow
4. Make process policies explicit
5. Implement feedback loops
6. Improve collaborativelyusing Kanban to apply new models
© LeanKit, Inc. 2013
THE KANBAN METHOD Kanban is about evolutionfrom where you are today.
* Often implicitly
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Scrum• A structure of new roles, “rituals” and cadence• No prohibition against visualization, WIP
limitation or flow measurement• A mature scrum team with good technical
practices often looks awfully Kanban-ish Kanban• Evolution through measurement• No opinion on roles, meetings or iterations• Software dev teams who use Kanban to
become more Agile often act quite Scrum-my
© LeanKit, Inc. 2013
WHERE’S THE CONFLICT?You can do both.
You must look beyond the tactical practices to gain real value from either.
Team Members and Stakeholders can:
The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business WinGene Kim, Kevin Behr, George Spafford
Implementing Lean Software Development: From concept to cashMary and Tom Poppendieck
Kanban: Successful evolutionary change for your technology businessDavid J. Anderson
FURTHER READING
Thank You!