Scrum Vs Kanban - Doug Shimp - Agile Scrum Coach
Scrum Vs Kanban - Doug Shimp - Agile Scrum Coach
Scrum Vs Kanban - Doug Shimp - Agile Scrum Coach
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<strong>Scrum</strong> <strong>Vs</strong> <strong>Kanban</strong><strong>Doug</strong>las <strong>Shimp</strong>doug.shimp@3back.com© 3Back.com 2009Great another word that creates ablank spot in my mind. I thoughtTLAs were bad.<strong>Scrum</strong> <strong>Kanban</strong>How about … <strong>Scrum</strong>-<strong>Kanban</strong>?OrSKAL#© 3Back.com 20091
Battle of Empirical Light WeightsWill <strong>Kanban</strong> replace <strong>Scrum</strong>?Choose1. No way, they are opposites: <strong>Kanban</strong> is for flow / <strong>Scrum</strong>batch2. Yes, <strong>Scrum</strong> is old school big planning and masks problems3. Yes, <strong>Kanban</strong> minimal planning / <strong>Scrum</strong> is heavy planning4. No, <strong>Scrum</strong> can reduce to <strong>Kanban</strong>5. No, they are simple different <strong>Kanban</strong> measures cycle time … <strong>Scrum</strong> measures velocity … and a few more… but that is enough to start a heateddiscussion © 3Back.com 200920022001History of <strong>Agile</strong> / <strong>Scrum</strong><strong>Agile</strong> Alliance was born. A couple of years later the<strong>Scrum</strong> Alliance. Now the Lean Software etc.<strong>Agile</strong> took a significant step into the lime light, when the<strong>Agile</strong> Manifesto was signed.1990’sMuchEarlier<strong>Agile</strong> matured it’s applied principles, practices andunderstanding, especially in complex softwaredevelopment.<strong>Agile</strong> concepts, thoughts and thinking can trace manyroots back to complexity theory, new productdevelopment and war theories, as early as 1800’s.© 3Back.com 2009612/8/20093
<strong>Agile</strong> Has Team RootsThink CommunitiesLeanSoftwareCommunity<strong>Scrum</strong> Alliance(A WHOLE COMMUNITY – THEACTION ARM OF AGILE)<strong>Agile</strong> AllianceMike BeedleEric Von Clauswitz(1820s gave rise toComplexity Theory)Ken SchwaberMike Cohn(user stories)<strong>Agile</strong> Manifesto(many authors -REBIRTH)DavidAndersonGrowth in ScienceNumerous contributionsTakeuchi andIkujiro NonakThe New ProductDevelopmetn GameJames Maxwellsecond great unification in physicsJeff SutterlandTaiichi OhnoToyota ProductionSystemDeming(14 points)Sun Tzu(500 BC Art ofWar)© 3Back.com 2009712/8/2009Balance Points <strong>Agile</strong> AttractorsLet the Product LeadKeep itVisibleMy number one reason for failure!“…signals pass throughbrain areas like progressivewaves, back and forth..” –70% Visual ProcessingOne Biteat a Time- Classic mistakeand I still make itall the timeLeverage Social IntelligenceGet to “Done”-“Start with the end in mind.”- attitudeBe empiricalDon’t take ourword for it!© 3Back.com 2009812/8/20094
<strong>Scrum</strong> Terms / Framework Roles <strong>Scrum</strong>Master Team Product Owner Times Boxes1. Release Planning Meeting2. Sprint Planning Meeting3. Sprint4. Daily <strong>Scrum</strong>5. Sprint Review6. Sprint Retrospective Artifacts Product Backlog Sprint Backlog Sprint Burndown Release Burndown Rules bind the modeltogether<strong>Scrum</strong> MasterSprintBacklogSprintPlanning 2Product OwnerDaily4Sprint3ProductBacklogCross-Functional TeamSprintReview 56 SprintRetrospective1 Release Planning© 3Back.com 2009912/8/2009The BacklogTwo Kinds of BacklogsSprint BacklogProduct BacklogWe can make this much more structured.12/8/2009 10© 3Back.com 20095
Backlogs On A WallTwo Kinds of BacklogsSprint BacklogProduct BacklogWe can make this much more structured.12/8/2009 11© 3Back.com 2009<strong>Kanban</strong>•Set limits for work inprogress•Demonstrate every fewweeks•Reflect every few weeks•Synchronize the teamevery day•Evaluation cycles, notdevelopment time-boxes•Measure performance incycle time© 3Back.com 20096
Backlogs On a WallDone© 3Back.com 2009Increase Task OrientationThe Goal is to move a team upProduct Focus Process FocusPerformingNormingStormingFormingBruce Tuckman, 1958© 3Back.com 20097
Paper© 3Back.com 2009Index Card SystemsItemsTasksTo Do In Progress DoneFront BurnerCommitmentBack BurnerprioritizationGroomingFridgeNewIn BoxIn or Out of ScopeFreezer1925 Dr. Crawford “Slip Method”© 3Back.com 20098
Applied <strong>Agile</strong> Is Hard!PO/LeadSM/PMTeamRational ChangeChanging ourHabits, Behaviorsand IngrainedPerceptions!Emotional ChangeSimple Empirical Framework to Use!© 3Back.com 2009Good <strong>Agile</strong> Process = Framework<strong>Agile</strong>’s Big Rule:The team will adapt its processes to realities theyencounter and improve their abilities to deliver qualityproduct, within organizational constraints.Applied well, has both descriptive and prescriptiveelementsDescriptive: observations we can expect as we maturePrescriptive: telling us how to get started and balanceThis distinction is useful, subtle and can form a trap!Think “agile pathways” and well formed team.© 3Back.com 20091812/8/20099
ClosingIt’s about humanizing the processin pursuit of building a product.Which ever framework we choose.- We are all in this together.- Let’s make it sane for each other.© 3Back.com 2009Any Questions?© 3Back.com 20092212/8/200911
Websites<strong>Scrum</strong> Channel Livehttp://livestream/scrum<strong>Doug</strong> <strong>Shimp</strong>http://doug-shimp.nethttp://twitter.com/scrum_coachhttp://advancedtopicsinscrum.com© 3Back.com 20092312/8/2009Thank You© 3Back.com 200912
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