Scrum or Kanban - AgileInnovation

AgileTour12 - Dublin 2:00-‐2:15

Welcome

2:15-‐3:00

Timebox or Flow? Choices to consider in your Agile/Lean adop=on – Colm O’hEocha, AgileInnova=on

3:00-‐3:45

Agile Requirements Management ScrumBan and beyond! -‐ Gail Park with User Stories – Fran O’Hara, and Glen Lockhart, Openet InspireQS

3:45-‐4:15

Coffee & Networking

4:15-‐5:00

The Three Revolu=ons -‐ Claudio Perrone aka AgileSensei

5:00-‐5:30

Panel Session

From the coalface – John Vaughan, SoBCo

Experiences in Implemen=ng Agile Development -‐ John AbboU, Karl Heery, Mairead Mulligan, Aisling Ni Cheallaigh, Aegon Insurance

Sponsored by AgileInnovation and InspireQS

AgileTour12 Timebox or Flow?

Choices to consider in your Agile/Lean adop=on

Colm O’hEocha – AgileInnova=on

Slow Down to Speed Up Copyright © 2012 AgileInnova=on

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This material is Copyright Protected under the following Crea=ve Commons License: AUribu=on-‐ShareAlike 3.0 Please use this material freely and derive further work from it. BUT, aUribu=on must be given to the original author, and these same rights must govern all derived works. Please use the following aUribu=on: “Colm O’hEocha, AgileInnova=on Ltd. 2010: www.agileinnova=on.eu”

Agile/Lean Delivery Models

Timeboxed

Flow Based

Scrum, XP, FDD,…

•  •  •  • 

Kanban,…?

Work Planned to fit the Timebox Dura=on Fixed, Scope Variable Commitment -‐> Es=ma=on & Planning Macro Level – Pull; Micro Level -‐ Push

•  •  •  • 

Work Planned based on Capacity Scope Fixed, Dura=on Variable Commitment -‐> Waste Elimina=on Macro & Micro Level Pull

Copyright © 2012 AgileInnova=on

Timebox – A Container for Knowledge Work •  Container Constrains the Team, the Work and the Prac=ces •  Container protects the Team from Churn & Interference •  The Container is Transparent •  ScrumMaster – Maintain the Container – prevent Leaks •  Product Owner – Decide what Work gets into the Container •  Developers – Execute the work in the Container Copyright © 2012 AgileInnova=on

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Flow – A Way to Maximise Value Delivery & Minimise Waste •  Pipeline/Value Stream Constrains the ‘Work in Process’ (WIP) •  WIP Limits & CoS protect the Team from Churn & Interference •  The Pipeline is Transparent •  Explicit Policies – Maintain the Pipeline – address boUlenecks •  Product Owner – Decides the next most important piece of work •  Makers – Focus on Finishing over Star=ng Copyright © 2012 AgileInnova=on

Scrum Board Sprint Backlog

To Do

Done

In Progress

t1 S2

t7

t8

t5

S3

t10

t11

t9

S4

t12 t13 t14

t6

t4

S1

t2

t3

Kanban Mechanics in a Nutshell Input Q (4)

10

Analysis (2)

Development(4)

In Progress

Done

In Progress

Done

9

8

5

4

Test (3)

Ready to Deployed Deploy

1

11

6

2

12

7

3

13 14 Here Let’s Now Because WIP A The =wcket Iork lnput w imits sis ay e acin hotompletes es=ng ave ur qceA s‘ompleted ueue top xample W2IP w io tems m ork lf imit ay = TqKes=ng, cket anban bibit eing in n e r1oves est, eplenished as bushed oard. csw omplete. lot ith ctomes N aidts o=ce ownstream W tW o IP fts lree, imit te W m ove asfbotages nd oth lf aimit w 3i= , hen t sIcket din o w Pf d w ith trogress tisallowed here e he 5i n m mew p–pay ay rocess, i roving s pinahnsufficient ull ow nd ork tfo arD rfndicate =rom one, e ulled tw che fapacity rom hen hat cointo ustomer. DnaIP ipt evelopment e s Treceding itlest. s co omplete olumns. rw ready eceive to Nd tids D he o=ce evelopment eploy. work. f Test, IP on limits a As s mTD to D one. Biovers ut bIP ecause Toownstream est s aib eached epresented bcket oUleneck, qIW uickly Eventually Development’ c evelopment ake ocW n alhe ny urther w ork it w as itts W imit. This lone ike aitnto he signal Similarly, nalysis uickly ripannot eaches IP imit nd s rom tpaking n w ew ork. o pera=ons in leaving =cket, development parentheses w3e ifn mDay evelopment, wTm bork eside ove oto n it D t=the cket o tcw he olumn hich 5D is evelopment chompleted, n as ames. IP lD imit cannot ocf olumn 4, sbo e w “tpushed” e o m iw ndicate ay pull nto athat =cTcket est, it bis e ibnto cecause Development Test wis ithout already from breaking aAt nalysis its WaIP W Dlone, IP imit. 'back-‐up'. (kanban) rom est evelopment tao W stop pit one roducing m ore ork tihan an tompleted, ested. and so forth. limit.

Some Things to Consider… TimeBoxed Flow Somewhat-‐Predictable Demand •  Over Short Planning Horizon •  Sub-‐Itera=on Features

Interrupt Driven Demand •  Day to Day, Hour to Hour •  Highly Variable/ Unpredictable Task Dura=ons

Focus Time •  Reduce Churn & Distrac=on

Less Focus Time •  Churn/Distrac=on un-‐ avoidable

Shared, Collabora=ve Work •  X-‐Func=onal Teams (7±2) •  Generalists •  Parallel Work

High Specialisa=on •  Individuals (∞) •  Hand-‐Offs & Dependancies •  Parallel & Sequen=al Work

Scope Can Vary

Scope OBen Fixed

Predictability Paramount

Responsiveness Paramount

E.g. So'ware Development

E.g IT Opera6ons


Timeboxed (Scrum) and Flow (Kanban

Kanban

Scrum

•  Timeboxing (Sprints & •  Delivery) •  Scrum & Kanban •  •  Cadence •  Priori=zed backlogs Scrumban •  Daily standup mee=ngs Kanbum •  •  Demo aBer each itera=on •  •  Inspect & Adapt the Process • 

Make the Work Visible Limit ‘Work In Process’ (WIP) Manage Flow (blockages, boUlenecks) Stabilise (Explicit Policies) Nurture Feedback Loops Drive Collabora=on to Improve


On Scrum & Kanban •  Scrum focuses on being agile which may (and should) lead to improving. •  Kanban focuses on improving, which may lead to being agile. -‐ Karl Scotland Copyright © 2012 AgileInnova=on

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Scrum & Kanban Summary -‐ Differences Itera=on Based (Scrum)

Flow Based (Kanban)

Focus on maximising work done in an itera=on

Focus on minimising the =me to get a piece of work from start to finish

Velocity the default metric

Lead Time the default metric

Burndown chart prescribed

No par=cular type of diagram is prescribed (CFD common)

WIP limited indirectly (per sprint)

WIP limited directly (per workflow state)

Sprints Immutable

Capacity Driven Input Cadence

Scope extends to work of the Team

Scope extends across a Value Stream

Board Reset between Sprints

Board state Persistent

Design for any type of Work

Design for the Work Expected: WIT, CoS, SLA

Periodic Retrospec=ves

Stop the Line – Fix as it Happens


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Some QuesCons to ask yourself… Scrum

Kanban

Is Demand Predictable?

Yes -‐ Short Planning Horizon

No – Interrupt/Event Driven

Is it a Team Based Work Environment?

Yes – Small Cross-‐ Func=onal Teams

No – Specialists, Hand-‐Offs, X-‐Departments

What is the Organisa=ons Culture?

Collabora=on/Cul=va=on

What is the Organisa=onal Agile/Lean Maturity?

Low – We need ceremonies, roles & cadences

What is the appe=te for change? Fixed price/scope vs. The Most Important Stuff ASAP Can the Work always be Right-‐Sized (sub-‐sprint)?

High – we want/need to shake things up

Control/Competence High – We Con=nuously Refine our own processes Low – we want low-‐risk, gradual change

Es=ma=on & Commitment Mandatory

Earliest delivery of Value is what’s important

Yes – and Sprints encourage this

Not always – we can accommodate big features


What it feels like… •  Scrum –  Teams may struggle to break up work, with transparency & joint responsibility –  Management may struggle to allow self-‐organisaCon and maintain sprint discipline

•  Kanban –  Teams may struggle with a lack of prescribed structure –  Management may struggle with a lack of commitment and milestones


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Scrum

Coordinate Work – Sprint Drive Change – Commitment

VS.

Scrum Kanban (e.g. WIP Limits, Explicit Policies)

Kanban

Coordinate Work – Pull Drive Change – WIP Limits

Kanban Scrum (e.g. Retros, P lanning Poker, User S tories)

Kanban (Product/Project Management) Scrum

Scrum

Scrum

Kanban (Program/Porxolio Management) Kanban Scrum

Scrum

Kanban

Kanban

Kanban Kanban

Copyright ©2012 AgileInnova=on Limited

Kanban

Scrum: “Nothing gets into a Sprint that can’t get out”

Colm O’hEocha AgileInnova=on Limited www.agileinnova=on.eu Colm@agileinnova=on.eu

Q&A Kanban: “Stop StarCng and Start Finishing” Copyright ©2012 AgileInnova=on Limited

About the Presenter Colm O’hEocha,

AgileInnova=on Ltd. Colm@agileinnova=on.eu

Colm is an IT industry veteran, with over 20 years design and development experience. His interest in Lean Thinking began when automa=ng Just-‐In-‐Time produc=on lines in the 1980s. Implemen=ng early agile soBware methods in 2001, Colm has extensive hands-‐on experiences across teams, organisa=ons and technologies. In varied roles of developer, architect and Director of R&D, he has seen Lean and Agile from a variety of perspec=ves. More recently Colm has partnered with LERO, the Irish soBware engineering research ins=tute, inves=ga=ng how agile and lean methods influence innova=on in soBware development. AgileInnova=on offers agile training advisory and coaching services. Pre and post adop=on assessments, coaching services to help teams get the most from agile, developing a agile business case, and targeted workshops on specific agile prac=ces. Customers include Intel, HMH, Aegon, Ericsson, Omnipay, SoBCo, Openet and Accenture.


Some Customers…


Agile Assessments, Training and Coaching Training Includes: •  ExecuCve Briefing on Agile and Lean (½ day) •  IntroducCon to Agile Methods (½ day) Seven •  Executive Briefing on Lean/Agile (½ day) Assessment Dimensions •  Succeeding with Agile (2 days) Teamwork •  ScrumMaster Training (2 days) •  Product Owner Training (1 day) Requirements Planning •  Ge[ng Lean through Kanban (2 days) Coaching Includes: Business •  Structuring and facilitaCng Values •  Daily StandUps •  Sprint Planning Technical Learning & Prac=ces Innova=on •  Sprint Reviews •  Developing User Stories Organisa=on •  EsCmaCon & Culture •  Release Planning Consul=ng Includes: •  Project and OrganisaConal Assessments •  Developing an Agile AdopCon Strategy •  Ge[ng the best from Agile and Waterfall •  Agile in Complex Contexts (firmware, B2B, batch, etc)


AgileInnova=on:


Scrum or Kanban - AgileInnovation

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