workshop presentation (scrum & kanban) - linkedin

Scrum & KanbanAugust 2016

What is a Process?

What is a Process?

Effective

A sequence of tasks/steps that converts inputs into outputs

Characteristics

Support Components

Efficient UsableUsed

ManagedMeasured

PoliciesProcedures

RolesValues

Feedback Loops

What is Scrum?

What is Scrum?

PillarsTransparency, Inspection,

Adaptation

RolesProduct Owner, Scrum Master,

Development Team

ArtifactsProduct Backlog, Sprint Backlog,

Product Increment

Events Sprint Planning, Daily Stand Up, Sprint Review, Sprint Retrospect

Process & Rules

Plan, Develop, Test, Release, Review

Framework for developing complex products through iterations or cycles

Pillars

Transparency

Scrum teams share and have access to

common information

InspectionFrequently inspect Artifacts to identify

challenges & impediments to

completing work.

AdaptationAdapts by making

improvements in the work itself or way of

working

Three pillars are at the core of the entire Scrum framework…

Why Scrum?

1 Delivering higher value increments more quickly

Coping better with change and uncertainty

Controlling project schedule and status more effectively

✓2

3

✓✓

Increase in project success rate with

Scrum

+12% Percent of teams

who believe Scrum is improving quality

of work life

87%Percent of teams

planning to continue with Scrum

95%

What is Scrum?


Adaptation


Development Team


Product Increment


Process & Rules



Roles

Product Owner Scrum Master Development Team

• Voice of the customer • Understands & articulate

requirements • Accountable for Product

Backlog; • Ensures Backlog is well

understood by development team; clear and transparent to everyone

• Ensures Scrum is understood and enacted.

• Facilitates Scrum Events, educates on best practices

• Helps Development Team develop policies and rules

• Removes impediments to Team’s progress

• Leads organization in Scrum adoption

• Empowered to organize and manage own work; define own practices, policies and procedures

• Responsible for delivering Product Increment

• Supports PO to refine PBI’s • Breaks PBI’s into tasks and

allocates work among themselves

• Responsible for Sprint Backlog

Other Stakeholders

Customers Internal Stakeholders

• Satisfying customer is a foremost priority.• Product Backlog prioritization should be

customer centric.• Customer’s needs should be reflected into

developed products.• Product Owner is responsible for collecting

initial customer requirements.

• Employees or managers who have a stake in outcome of development process.

• Involved at specific times, typically while defining initial requirements and during Sprint Reviews.

• Product Backlog should be visible to them.

• Must respect boundaries and not interfere directly with the team

• Scrum Master helps them understand Scrum and advise on which practices hurt or hinder the team.

What is Scrum?


Adaptation


Development Team


Product Increment


Process & Rules



Artifacts

Product Backlog

Sprint Backlog

Product Increme

nt

1 2 3

Artifacts are important information radiators designed to provide maximum transparency and facilitate a common understanding about the product, including completed and planned activities…

Product Backlog

Product Backlog Sprint Backlog Product Increment

• Ordered list of everything that might be needed in product. • Features, functions, requirements, enhancements, fixes.• Product Backlog Items (tickets) have attributes of description, order

and estimate. • Dynamic and never complete. Earliest development lays out initially

known and best understood requirements.• Product owner responsible for content, visibility and ordering.

Product Backlog

Refinement

Overview

• Product Backlog Refinement is the act of decomposing larger PBI’s into smaller ones and adding detail, estimates and order to PBI’s.

• Partly undertaken during Sprint Planning, although many teams also hold a Product Backlog Refinement Meeting.

• Refining PBI’s make them “Ready” for selection in Sprint Planning, allowing more time for detailed discussion, defining and estimating tasks during the Sprint Planning.

• Responsibility of Product Owner, while Development Team supports.

Sprint Backlog


• Highly visible, real-time picture of work the Development Team plans to carry out during Sprint.

• It is a set of PBI’s, pulled from the top of the Product Backlog and selected by the Development Team.

• A forecast of the functionality of the next Increment and work needed to deliver it.

• A plan with enough detail whereby changes in progress can be understood in Daily Scrum.

Changes to the Sprint Backlog

Overview

• Adding items from the Product Backlog to the Sprint Backlog during a Sprint is discouraged, excluding exceptional circumstances.

• Only the Development Team can change its Sprint Backlog during a Sprint.

Product Increment


• The increment is the sum of all PBI’s completed during a Sprint and the value of the Increments of all previous Sprints.

• At the end of a Sprint, the new Increment must be Done, which means it must be in useable condition and meet the Scrum Team’s Definition of Done.

Overview

What is Scrum?


Adaptation


Development Team


Product Increment


Process & Rules



Scrum Process & Events

Initiate Plan Implement Review

1) Create Project Vision Statement

2) Develop Epics3) Create

Prioritized Product Backlog

4) Conduct Release Planning

1) Define Sprint Goal

2) Create Stories3) Estimate &

commit to Stories

4) Create & Estimate Tasks

5) Finalize Sprint Backlog

1) Develop & Test2) Conduct Daily

Standup3) Refine Product

Backlog

1) Sprint Review2) Sprint

Retrospective

Initiate

Create Project Vision

Statement1

Brief statement that verbalizes business rationale & intended desires / outcomes of project. Captures different stakeholders expectations.

Develop Epics Develop high level descriptions or functionalities of the

product which broadly define requirements. Prior to entering a Sprint, will get broken down into smaller

storiesCreate


Sort Epic into a prioritized Backlog. Many rationales for ordering items, usually involve

maximizing ROI Kano Analysis, Relative Weighting and Theme Screening

Develop a Release Plan

Estimate features Release Dates; serves as benchmark to monitor progress.

Determine conditions satisfied to trigger a release, and use Product Backlog and velocity to forecast Dates.

Make visible to Stakeholders.

2

3

4









commit to Stories





Backlog


Retrospective

Plan

• A short description of the desired outcome of the upcoming Sprint• Helps team to prioritize since goal may be reached even if not all Stories are

completed• Helps Product Owner to communicate team’s objectives to stakeholders on a high

level

Define Sprint Goal

Create Stories

Estimate & Commit to Stories

Create & Estimate

Tasks

Finalize Sprint

Backlog

• From epics to Stories; Clear, feasible, testable and fit comfortably into a Sprint

• Development Team is jointly responsible for writing Stories• Stories are discussed to align understanding and agree on acceptance

Criteria• Anyone can add a Story to the Backlog but only PO can prioritize backlog

• The Scrum Team estimates the effort required for each Story, using Story Points.

• Rationale is to match Sprint Backlog with the team’s capacity (velocity). • Commonly used method is planning poker.

Define Sprint Goal

1

Create Stories2


3

Plan

Define Sprint Goal

Create Stories


Create & Estimate

Tasks

Finalize Sprint

Backlog

Create & Estimate

Tasks4

• The second half of Sprint Planning is dedicated to breaking down Stories into smaller tasks.

• Creating tasks helps anticipate he work ahead and provides a benchmark to monitor progress.

• Ideally, Task estimates should be no longer than 1 day. Broken down tasks are easier to estimate which improves accuracy.

• Common practice is to place sticky notes on a Scrum Board to make note of all required tasks.

• After all previous tasks are completed, the Sprint Backlog is finalized. • Maintain visibly to the entire Development Team.

Finalize Sprint

Backlog5









commit to Stories





Backlog


Retrospective

Implement

Conduct Daily

Scrum2

Develop & Test

Refine Product Backlog

1

3

• Product Backlog Refinement is the act of decomposing larger PBI’s into smaller ones and adding detail, estimates and order.

• Many teams hold a Product Backlog Refinement Meeting towards end of a Sprint.

• Refining PBI’s make them “Ready” for selection in Sprint Planning, allowing for more time for detailed discussion, defining and estimating tasks.

• 15 minute time boxed event to synchronize activities and create a plan for next 24 hours.

• Held at same time & place each daily to reduce complexity. Same 3 questions.

• Scrum Master ensures meeting happens but Development Team conducts it.

• Improves communication, identifies impediments, promotes quick decision making and improves level of knowledge.

• During the Sprint, the Development Team adheres to Scrum’s guiding principles: Transparency, Inspection & Adaptation.









commit to Stories





Backlog


Retrospective

Review

Sprint Retrospecti

ve2

Sprint Review1

• Forum for the team to inspect itself and create a plan for improvements to be enacted in upcoming Sprint.

• Focuses on people, relationships, processes and tools• Typically, it immediately follows Sprint Review and is time boxed to

1.5 hours per 2 week Sprint. • Team can adapt Definition of Done

• Attended by Scrum Team and stakeholders are invited to attend. Used to present and inspect the Increment and elicit feedback.

• PO explains what has been Done and demonstrates the Increment.

• Results in a revised Product Backlog that defines probable Sprint Backlog.

• Two hour time boxed meeting per two week sprint.

What is Scrum?


Adaptation


Development Team


Product Increment


Process & Rules



Kanban

What is Kanban?

4 Pillars

5 PrinciplesVisualize the

Workflow

Manage Flow

Limit WIP

Make Processes & Policies Explicit

Improve

Collaboratively

Start with what you know

Respect the current process, roles,

responsibilities & titles

Agree to pursue incremental,

evolutionary change

Encourage acts of leadership at all levels

4 PillarsKanban is XYZ

Start with what you know1

• Kanban does not prescribe a certain setup or procedure.

• No sweeping changes are necessary. Agree to pursue

incremental, evolutionary

change

• It is easier to make incremental changes than to overhaul a system.

Respect current process, roles, responsibilities

• Kanban recognizes there may be value in existing processes.

Encourage acts of leadership at

all levels• Leadership takes place at every level, even in

small acts.

2

3

4

Core PropertiesKanban is XYZ

Visualize workflow

Limit WIP

Manage Flow

Make Proces

s & Policie

s Explicit

Improve

Continuously

Visualize workflow

Kanban = 看板 = Visual Card

Creating a visual model allows to observe the flow of work moving through the system.

Making work visible along with blockers, bottlenecks and queues instantly leads to better communication and collaboration.

Visualize workflow

Limit WIP

Manage Flow

Make Proces

s & Policie

s Explicit

Improve

Continuously

Visualize workflow

Manage Flow

The point of a Kanban system is to create positive change, but first you must know what to change.

You figure that out by looking at how value is currently flowing through the system, analyzing problem areas in which value flow is stalled and defining, then implementing, changes.

Then, you repeat the cycle and monitor the effect of your changes.

Look for bottlenecks, blockers, rate and smoothness of your flow.

Visualize workflow

Limit WIP

Manage Flow

Make Proces

s & Policie

s Explicit

Improve

Continuously

Make Process & Policies Explicit

The process needs to be defined, published and socialized — explicitly and succinctly.

When everyone understands what you are doing and what your goals are, then you can make decisions regarding change that will move you in a positive direction.

The choices will be more rational, empirical, objective. More likely to facilitate consensus around improvement suggestions.

An example of a policy that you can make explicit is a definition of done. For each step you can decide what criteria it should meet to pull it into the next stage.

Visualize workflow

Limit WIP

Manage Flow

Make Proces

s & Policie

s Explicit

Improve

Continuously

Make Process & Policies Explicit

Planning

Development

Testing

Policy: To leave this stage, tickets must be specced with a description, estimate and assignee

Policy: Developer’s not to pull new items into development when there are more than 3 present

Policy: Testing to be done in XYZ manner

Limit Work In Process

WIP can be defined as all the tasks you’re working on right now.

When there are too many things in process (multitasking) it heightens distraction and decreases concentration. Too much WIP also leads to larger and larger queues

Focus on fewer items reduces time lost to task switching and reduces need to constantly reprioritize items.

Allows you to easily spot blockers and “swarm” around them as a team to understand and resolve them. Also allows to spot bottlenecks and address them.

Decreases the cycle time of the system (the rate that items emerge from the system)

Visualize workflow

Limit WIP

Manage Flow

Make Proces

s & Policie

s Explicit

Improve

Continuously

Improve Continuously

Once a system is in place, it becomes a cornerstone of continuous improvement. Continuous, incremental improvements.

Teams measure effectiveness by tracking flow, quality, throughput, lead times and more.

Analyze and experiment with changes to improve the system.

Visualize workflow

Limit WIP

Manage Flow

Make Proces

s & Policie

s Explicit

Improve

Continuously

How to Implement Kanban

1 Map your process

Agree on how to visualize information (color coding for stickie's + text)

Agree, document, visualize your first set of policies, rules and roles

Monitor, Adapt, Improve

Set up Work in Process Limits

Add current work to board

(3)

(2)

Policy: To leave this stage, tickets must be specced with a XYZ

Rule: Developer’s not to pull new items into development when XYZ

Role: Kareem is responsible for XYZ

2

3

4

5

6

What is Kanban?

4 Pillars

5 PrinciplesVisualize the

Workflow

Manage Flow

Limit WIP

Make Processes & Policies Explicit

Improve

Continuously

Start with what you know

Respect the current process, roles,

responsibilities & titles

Agree to pursue incremental,

evolutionary change

Encourage acts of leadership at all levels

Thank You

workshop presentation (scrum & kanban) - linkedin

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