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In this deck from DevNexus 2014, Cory Foy covers Agile, Scrum, Kanban and Lean and helps you decide between them when you begin your adoption
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Scrum vs KanbanCory Foy
Tuesday, February 25, 14
Cory [email protected]
@cory_foy
blog.coryfoy.com
prettykoolapps.com
Tuesday, February 25, 14
My name is Cory Foy and my background includes all of those. Through my company, I and my colleagues with with organizations large and small helping adopt agile and lean practices and principles. But my background is also from a software side. I have clients that I do software development for, and I also serve as CTO of Pretty Kool Apps, building mobile apps for kids and therapists. So my approach to the process side isn’t from the traditional PM perspective, but from a “how is this best for the teams on the ground” approach. You can also see this in my posts on my blog, where you’ll be able to find these slides after the conference. Ok, enough shameless self-promotion, because I want to start with Agile.
Agile
Tuesday, February 25, 14
When I asked how many of you “do Agile” what came in to your mind was likely the thought of agility, gracefully dancing across your software product.
Agile
http://www.flickr.com/photos/b1ue5ky/3621908203
/ˈajəl/1. Doesn’t Exist2. Describes project management that wants to seem “hip”3. May refer to the Agile Manifesto, or one of the myriad of frameworks and methodologies sprung from the manifesto, or a collection of practices and tools which somewhat resemble one of the myriad of frameworks and methodologies under the agile manifesto
Tuesday, February 25, 14
But oftentimes when I ask people who say they do agile what they actually do, it becomes a little stranger. While I’m sure ironing on the top of a flipping SUV does require great agility, it’s not quite what I think of. In fact, if we were to define agile...
Tuesday, February 25, 14
In fact, it might even go as far as this. But even if an Agile Methodology doesn’t exist, the agile movement has create some really valuable elements, starting with the agile manifesto
Tuesday, February 25, 14
What happened was just over 10 years ago people who had been well versed in heavyweight processes got together to say there must be a better way. Some of them had already begun working towards other ways. But in coming together they found agreement in this 4 values
Continuous DeliveryWelcome Change
Deliver FrequentlyBusiness + Development
Trust TeamsTalk Face-to-Face
Measure via Working SoftwareSustainable Pace
Technical ExcellenceSimplicity
Self-Organizing TeamsContinuous Improvement
12 Principles
Tuesday, February 25, 14
These 4 values and 12 principles have been behind many of the methodologies and frameworks in the agile movement, including
Tuesday, February 25, 14
things like XP, Crystal, DaD, DSDM, AUP and many others. The goal behind all of these is to respond to change faster, delivering better value in a lightweight fashion. In fact, Alistair’s Crystal methodology defines various levels depending upon the adoption. But the arguably best known of these is
http://www.flickr.com/photos/royskeane/413103429
Scrum
Tuesday, February 25, 14
In Scrum, the visual is that we all come together to move the ball forward. And I want to spend a little bit of time explaining what Scrum is so we can see how it ties together. So where did Scrum come from?
Scrum
- A Project Management Framework- Designed to Protect Teams- Focuses on Delivering Chunks of Value
Tuesday, February 25, 14
Scrum came about as a way to protect teams from micromanagement...We think of Scrum as the 3 of 3s
Sprint PlanningSprint ReviewDaily Standup
Scrum “3 of 3s”
3 Roles 3 Meetings 3 ArtifactsScrumMaster
Product OwnerTeam
Product BacklogSprint BacklogScrum Board
Retrospective Impediment Board
Tuesday, February 25, 14
Scrum
Tuesday, February 25, 14
Sprint Planning
Product Backlog
In Sprint?
Daily Standup
Do WorkSprint Demo
Retrospective
Done?Ship and Party!
Yes
No
Yes
No
RepeatDaily
Scrum
Tuesday, February 25, 14
Scrum
“75% of those organizations using Scrum will not succeed in getting
the benefits that they hope for from it”
- Ken Schwaber
Scaling Scrum
Tuesday, February 25, 14
Product Owner Teams
Scrum
Scrum of Scrums
Large Scale Retrospectives
Scaling Scrum
Tuesday, February 25, 14
Scrum Scaling Scrum
Tuesday, February 25, 14
The problem is that many of the approaches to scaling are highly prescriptive. People want to know the “how” just long enough to understand the “why”. And our tools have to support this.
“In posing this question, they were
not asking about specific
techniques...[but] what are the key
principles to guide our actions?”
Tuesday, February 25, 14
Womack and Jones ran into this problem as well. Executives are typically smart people - they may not know the lingo, but they can understand success in many cases.
http://www.flickr.com/photos/toyotamheurope/6250072249
Tuesday, February 25, 14
Not only for us working together, but for our entire team and organization. After all, teams are made up of people. And people have different points of views, expectations, visions, and goals. We need a way to work within all of that - and prescribing to them how to work without getting feedback from them will miss many valuable learning opportunities.
LeanContinuous Process Flow
Use Pull Systems to Avoid Overproduction
Level Out the Workflow
Stop to Fix Problems
Use Standardized Tasks and Processes
Use Visual Controls
Become a Learning Organization (hansei / kaizen)Tuesday, February 25, 14
This approach of using empirical data to define and improve our processes, was labeled “Lean” by Womack and Jones as a way of signaling being able to do more and more with less and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to highlight here
LeanContinuous Process Flow
Use Pull Systems to Avoid Overproduction
Level Out the Workflow
Stop to Fix Problems
Use Standardized Tasks and Processes
Use Visual Controls
Become a Learning Organization (hansei / kaizen)
- Provide customers what they want, when they want it, in the amount they want
Tuesday, February 25, 14
This approach of using empirical data to define and improve our processes, was labeled “Lean” by Womack and Jones as a way of signaling being able to do more and more with less and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to highlight here
LeanContinuous Process Flow
Use Pull Systems to Avoid Overproduction
Level Out the Workflow
Stop to Fix Problems
Use Standardized Tasks and Processes
Use Visual Controls
Become a Learning Organization (hansei / kaizen)
- Bring Problems to the Surface
- Reduce to zero the amount of time work is idle
Tuesday, February 25, 14
This approach of using empirical data to define and improve our processes, was labeled “Lean” by Womack and Jones as a way of signaling being able to do more and more with less and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to highlight here
LeanContinuous Process Flow
Use Pull Systems to Avoid Overproduction
Level Out the Workflow
Stop to Fix Problems
Use Standardized Tasks and Processes
Use Visual Controls
Become a Learning Organization (hansei / kaizen)
- Unevenness causes waste in forecast, planning and
production, so work towards smooth work
Tuesday, February 25, 14
This approach of using empirical data to define and improve our processes, was labeled “Lean” by Womack and Jones as a way of signaling being able to do more and more with less and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to highlight here
LeanContinuous Process Flow
Use Pull Systems to Avoid Overproduction
Level Out the Workflow
Stop to Fix Problems
Use Standardized Tasks and Processes
Use Visual Controls
Become a Learning Organization (hansei / kaizen)
- Build into the system the capability of detecting
problems- Control of Error
Tuesday, February 25, 14
This approach of using empirical data to define and improve our processes, was labeled “Lean” by Womack and Jones as a way of signaling being able to do more and more with less and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to highlight here
LeanContinuous Process Flow
Use Pull Systems to Avoid Overproduction
Level Out the Workflow
Stop to Fix Problems
Use Standardized Tasks and Processes
Use Visual Controls
Become a Learning Organization (hansei / kaizen)
- Use simple visual indicators to know if in standard condition or
deviation- Reports should be one
page, even financial reports
Tuesday, February 25, 14
This approach of using empirical data to define and improve our processes, was labeled “Lean” by Womack and Jones as a way of signaling being able to do more and more with less and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to highlight here
LeanContinuous Process Flow
Use Pull Systems to Avoid Overproduction
Level Out the Workflow
Stop to Fix Problems
Use Standardized Tasks and Processes
Use Visual Controls
Become a Learning Organization (hansei / kaizen)
- Use stable, repeatable methods
- Capture the current method, learn from it, then capture the new method
Tuesday, February 25, 14
This approach of using empirical data to define and improve our processes, was labeled “Lean” by Womack and Jones as a way of signaling being able to do more and more with less and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to highlight here
LeanContinuous Process Flow
Use Pull Systems to Avoid Overproduction
Level Out the Workflow
Stop to Fix Problems
Use Standardized Tasks and Processes
Use Visual Controls
Become a Learning Organization (hansei / kaizen)
- Hansei - Relentless Reflection
- Kaizen - Continuous Improvement
Tuesday, February 25, 14
These principles formed the basis of what Womack and Jones saw as Lean thinking across industries. Then, in 2003, Tom and Mary Poppendieck
LeanEliminate Waste
Amplify Learning
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
Tuesday, February 25, 14
published one of the first books bridging the gap to the software world. In it, they took the 14 principles and boiled them down to 7 principles and 22 tools.
LeanEliminate Waste
Amplify Learning
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
- Waste are things not directly tied with bringing value to a customer
- Value is something someone would pay for
- Queues, Delays, Rework
Tuesday, February 25, 14
LeanEliminate Waste
Amplify Learning
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
- Every solution we create is unique
- Our product is about what is used, rather than how well
it met the requirements- Feedback is critical
Tuesday, February 25, 14
LeanEliminate Waste
Amplify Learning
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
- We decide Schedule, Scope, Cost at the beginning of a
project- Don’t make critical decisions
when you know the least!
Tuesday, February 25, 14
LeanEliminate Waste
Amplify Learning
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
- The longer work is in progress, the more time it has
to collect bugs- Once you’ve decided a
feature is necessary, deliver it!- Unrealized features are
inventory
Tuesday, February 25, 14
LeanEliminate Waste
Amplify Learning
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
- Most people want to do the best job they can
- Let them help set and understand policies
Tuesday, February 25, 14
LeanEliminate Waste
Amplify Learning
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
- Perceived vs Conceptual Integrity
- Focus on Quality from the beginning
Tuesday, February 25, 14
LeanEliminate Waste
Amplify Learning
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
- Root Cause Analysis- Retrospectives- Visualization
Systems Thinking-
Tuesday, February 25, 14
Lean Systems Thinking
Tuesday, February 25, 14
The idea of systems thinking is one of the most critical, because it highlights that if we want to change behaviors, we have to change the system which produced the behaviors. For example, a companies culture comes out of peoples’ experiences, so if you want to change the culture, you have to change the way they are managed. Therefore, if our goal is to slap our name on something, then we can adopt whatever we want. But if we want to truly affect change, we need a process which can help us adapt to where the real issues are
Kanban
Tuesday, February 25, 14
While Mary and Tom’s book introduced several tools to implement the principles, in 2010, David Anderson published a book introducing the idea of Kanban in the technology world. Kanban literally means card - it’s a signaling mechanism
Kanban/kahn-bahn/
Tuesday, February 25, 14
While Mary and Tom’s book introduced several tools to implement the principles, in 2010, David Anderson published a book introducing the idea of Kanban in the technology world. Kanban literally means card - it’s a signaling mechanism
Kanban/kahn-bahn/
Tuesday, February 25, 14
While Mary and Tom’s book introduced several tools to implement the principles, in 2010, David Anderson published a book introducing the idea of Kanban in the technology world. Kanban literally means card - it’s a signaling mechanism
Kanban/kahn-bahn/
Tuesday, February 25, 14
While Mary and Tom’s book introduced several tools to implement the principles, in 2010, David Anderson published a book introducing the idea of Kanban in the technology world. Kanban literally means card - it’s a signaling mechanism
Kanban5 Steps to Kanban
- Visualize Workflow- Limit Work-in-Progress- Measure and Manage Flow- Make Process Policies Explicit- Use Models to Recognize Improvement Opportunities
Tuesday, February 25, 14
But Kanban is also a system with five key properties that have been observed in teams which are successful with it. Those are
- Limit Work-in-Progress
Kanban5 Steps to Kanban
- Visualize Workflow
- Measure and Manage Flow- Make Process Policies Explicit- Use Models to Recognize Improvement Opportunities
Tuesday, February 25, 14
Tuesday, February 25, 14
Tuesday, February 25, 14
- Limit Work-in-Progress
Kanban5 Steps to Kanban
- Visualize Workflow
- Measure and Manage Flow- Make Process Policies Explicit- Use Models to Recognize Improvement Opportunities
Tuesday, February 25, 14
Tuesday, February 25, 14
WIP Limits, Expedite Lanes, Queues
- Limit Work-in-Progress
Kanban5 Steps to Kanban
- Visualize Workflow
- Measure and Manage Flow- Make Process Policies Explicit- Use Models to Recognize Improvement Opportunities
Tuesday, February 25, 14
Tuesday, February 25, 14
- Limit Work-in-Progress
Kanban5 Steps to Kanban
- Visualize Workflow
- Measure and Manage Flow- Make Process Policies Explicit- Use Models to Recognize Improvement Opportunities
Tuesday, February 25, 14
Tuesday, February 25, 14
- Limit Work-in-Progress
Kanban5 Steps to Kanban
- Visualize Workflow
- Measure and Manage Flow- Make Process Policies Explicit- Use Models to Recognize Improvement Opportunities
Systems ThinkingTheory of Constraints
Muda (Waste)
Tuesday, February 25, 14
Muda (Waste)
Kanban
Tuesday, February 25, 14
Kanban
Scrumvs
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2014
Tuesday, February 25, 14
Kanban
Scrumvs
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Tuesday, February 25, 14
Recreating Scrum with Kanban
http://blog.coryfoy.com/2011/07/recreating-scrum-using-kanban-and-explicit-policies/
2 Week Sprint
SprintPlanning
SprintDemo
Retros(2 Weeks)
(2 Weeks)
(2 Weeks)
2 Weeks!
2 Weeks!
2 Weeks!
1 Week!
On Demand!
Velocity
Tuesday, February 25, 14
Tuesday, February 25, 14
Tuesday, February 25, 14
What about standups? The board answers our questions, so the standups become about focusing on flow, since everything else is visualized (Inventory in UAT)
Tuesday, February 25, 14
Scrum Kanban
Need a set of prescriptive practices
Are unique in any way
Work in timeboxesCan work in timeboxes, but
have work which takes longer
In a Scrum Environment In a Lean Six Sigma environment
Need to protect the teamWant to enable collaboration
and reflection
Kanban Scrumvs
Tuesday, February 25, 14
Scrum when you need an adoption with prescriptive practices and can work in a cycle
Kanban vs Scrum
Kanban with visual boards, cadence and explicit policies for everything else
Tuesday, February 25, 14
Tuesday, February 25, 14