Presentation copyright © 2009-2011 AccuRev, Inc. May be used with permission only. Contact [email protected] for permission. Scrum &

Presentation copyright © 2009-2011 AccuRev, Inc. May be used with permission only. Contact [email protected] for permission. www.synerzip.com

Scrum & Kanban Like Chocolate and Peanut Butter


Overview

Why bother?

Bird’s eye view of Scrum

Problems with multi-Scrum-team coordination

Bird’s eye view of Kanban

One-piece-flow (aka small batch size)

Applying Kanban basics to Scrum

Moving away from iterations

Synchronized Scrum Teams


Who is “The Customer?”

Market /Customers

Market /Customers

Software Development

Software Development

Business UnitBusiness Unit


Who is “The Customer?”

Market /Customers

Market /Customers

Your offeringYour offering


Return on Investment

Return

Investment

ROI =

Software

Value


The Time Value of Money

A

A

B

B

CC

D

D

Cost Value

Who wants to make some money?

Who wants to make some money?


The Time Value of Money

AB

CD

Investedhere

Time

Val

ue

Learning also has value


Continuous flow of working software

Continuous flow of working software

Team

Software Development Nirvana

Customers$$ • Fast

• Small increment

• Maximum value

• Fast• Small

increment• Maximum value

Done stories as check points

Done stories as check points


Why bother?








Presentation copyright © 2009-2011 AccuRev, Inc. May be used with permission only. Contact [email protected] for permission. www.synerzip.comCustomers

Product Management


Why bother?


Problems with Scrum







Product Management


Product Management

IntInt


Product Management

IntInt


Problems With Multi-Team Synchronization

Can’t say you are “shippable” until fully integrated

Hardening/stabilization iterations

“QA iterations” offset from “Dev iterations”

Integration iterations

Visibility into problems is clearest at end of iteration

Resolution may not come for multiple iterations


Why bother?









Kanban

todotodo wipwip codedcoded testedtested donedonebacklogbacklog

1) Visual system of managing work

2) Limited work in progress

3) Work is pulled through the system

3226 – User wants to undo a depot operation


3146 – User wants to replicate adepot


5

8


Kanban in Action

Customers

IntInt


Why bother?









What’s in a User Story

3226 – User wantsto undo a depot operation

3226 – User wantsto undo a depot operation

5


Features of All Shapes and Sizes

SpecifyDesignCodeIntegrateDocumentWrite testsTest

S D

C I

WT

D

Gradient or rhythm?Gradient or rhythm?


One Piece Flow

Within an Iteration

DS CI W T

D



5

Do you remember me?Do you remember me?


One Piece Flow

Within an Iteration

DS CI W T

DDS C IW T

DDS C I

W T

D

DS C I W TD

DS CI W T

DDS C IW T

DDS C I

W TD

DS CI W T

DDS C IW T

DDS C I

W TD


Activity vs Achievement


One Piece Flow

DS C IW

TD

DS C IW

TD

Within an Iteration


One Piece Flow

Within an Iteration

DS C IW

TD

DS C IW

TD

DS C IW

TD

DS C IW

TD

DS C IW

TD

DS C IW

TD

DS C IW

TD

DS C IW

TD

DS C IW

TD

DS C IW

TD


Why bother?









Taskboard/Limited WIP/Pull

todotodo wipwip codedcoded testedtested donedone





5

8


wipwip codedcoded testedtested donedonetodotodo


wipwip codedcoded testedtested donedonetodotodo










Why bother?









?

✔

✔

✔

✔

✔

✔

✔

?

✔

✔

✔

✔

✔

✔

✔

Done

Retrospective

Iteration Review

Backlog grooming

Story estimation

Choose stories

✔?


? ?

✔

✔

✔ ✔

✔

✔

✔ ✔

✔

✔

✔

✔

✔✔✔


Trailing 4 Week Burnup

Trailing 4 weeks

4 Week Burnup4 Week Burnup

10/2

10/4

10/9

10/1110/1110/1510/1710/1910/2310/25

5

10

15

20

0Sto

ry P

oin

ts


Calculating Velocity

Iteration VelocityIteration Velocity

1 3 5 7 9 11 13 15 17 19

10

20

30

40

0

Sto

ry P

oin

ts

Iterations

4 Week Velocity4 Week Velocity

1 3 5 7 9 11 13 15 17 19

10

20

30

40

0

Sto

ry P

oin

tsIterations

Trailing 4 weeks

Per iteration


Decoupling Commitment

Or else what?

New Scrum Guide replaces commitment with forecast

Scrum Commitment• Team will get all committed stories to ‘done’

• Everybody else will leave the team alone

Trust is the flip side of commitment

Trust is a two way street and requires flexibility

Handling the unexpected requires negotiation


?

✔

✔

✔

✔ ✔

✔

✔

✔ ✔

✔ ✔

✔✔

✔ ✔

?

✔

Presentation copyright © 2009-2011 AccuRev, Inc. May be used with permission only. Contact [email protected] for permission.

“Pure” Scrum An Example MixSelf Organizing Team Self Organizing TeamTeam Member Team MemberProduct Owner Product OwnerScrum Master Scrum MasterSprint Planning Weekly Story EstimationDaily Standup Daily StandupSprint Review Monthly ReviewRetrospective Weekly RetrospectiveProduct Backlog Product BacklogSprint Backlog Selected Stories ColumnBurndown Trailing 4 week burnupDaily Cycle Daily CycleSprintsReleases ReleasesScrum of Scrums Stop the Line

Kanban BoardOne piece flowWIP limitsMulti-Stage Continuous Integration


Why bother?









Product Management

IntInt

Customers

Multi-Stage Continuous Integration


Product Management

IntInt

IntIntIntInt

Customers

Multi-Stage Continuous Integration


Product Management

Customers

Individuals and Interactions


Product Management

Customers

Agile Project Management


Product Management

Customers

SCM (Version Control)

IntInt

IntIntIntInt

WebWeb

MobileMobile

DBDB

ServerServer


Product Management

Customers

Continuous Integration

IntInt

IntIntIntInt

WebWeb

MobileMobile

DBDB

ServerServer


Product Management

IntInt

IntIntIntInt

Customers

Whole product touch point after every story

Working software after ever story is complete

Scales up

Continuous Delivery

$$


Product Management

IntInt

IntIntIntInt

Customers

Continuous Touch Points

What does that mean?

What does that mean?

You want what!?You want what!?

Why can’t we finish this?

Why can’t we finish this?Why

won’t this integrate?

Why won’t this integrate?

Why is this unshippable?Why is this unshippable?


Resources/Q&A

Do It Yourself Agile – Damon Poolehttp://damonpoole.blogspot.com

Don Reinertsen’s Books

Lean Software Development, Mary Poppendieck and Tom Poppendieck

Scrumban - Essays on Kanban Systems for Lean Software Development, Corey Ladas

Kanban and Scrum – Making the Most of Both, Henrik Kniberg & Mattias Skarin

Agile Software Development with Scrum, Ken Schwaber & Mike Beedle


The Lean Startup Model


Product Management

IntInt

IntIntIntInt

Customers

Flow continues around any problems

Continuous Delivery

$$


Product Management

IntInt

IntIntIntInt

Customers

Rebalance as needed

Continuous Delivery

$$

Help!Help!


Q&A Time

1-800-383-8170 or+1-781-861-8700

[email protected]

www.synerzip.com

Hemant [email protected]

469.322.0349

Agile Software Product Development Partner


Synerzip in a Nut-shell

1. Software product development partner for small/mid-sized technology companies

Exclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phase

By definition, all Synerzip work is the IP of its respective clients Deep experience in full SDLC – design, dev, QA/testing, deployment

2. Dedicated team of high caliber software professionals for each client

Seamlessly extends client’s local team, offering full transparency Stable teams with very low turn-over NOT just “staff augmentation”, but provide full mgmt support

3. Actually reduces risk of development/delivery Experienced team - uses appropriate level of engineering discipline Practices Agile development – responsive, yet disciplined

4. Reduces cost – dual-shore team, 50% cost advantage

5. Offers long term flexibility – allows (facilitates) taking offshore team captive – aka “BOT” option


Synerzip Clients


Q&A Time

1-800-383-8170 or+1-781-861-8700

[email protected]

www.synerzip.com

Hemant [email protected]

469.322.0349

Agile Software Product Development Partner

Documents

Presentation copyright © 2009-2011 AccuRev, Inc. May be used with permission only. Contact [email protected] for permission. Scrum &