Scrumagilean: Understanding Lean and Forgetting Scrum vs Kanban

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ScrumagileanLet’s Stop Talking about Scrum vs Kanban

Jon Terry LeanKit COO

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Jon Terry is Chief Operating Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods.

Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master and a Kanban Coaching Professional. 

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ABOUT JON TERRY

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THE REAL “Versus” Water-Fail

Change is a given.

We can’t control it.

Plan for bad changes.

Embrace good ones.

Requirements

Design

Develop

Test

18+ months?!

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Agile

Scrum

XP

Lean / Kanban

A narrow IT-focused view of the newer techniques

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1960s-1980s 1980s 1990s 2000s Today

TOC

Just-In-Time

Kanban

Lean Manufacturing

Lean Healthcare

Lean Software Development

Lean Enterprise

ToyotaProduction

System

Six Sigma

TQM

Agile

XP

Scrum

Focus on rapid flow and feedback vs. planning and “efficiency.”

A Broader Perspective

Team Members and Stakeholders can:

Eliminate Waste

Build Quality In

Create Knowledge

Defer Commitment

Deliver Fast

Respect People

Optimize the Whole

Lean PD System

Process

Skille

d Peo

ple

Tools & Technology

1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects

Lean Principles nicely map to & enhance Agile best practices

Team Members and Stakeholders can:

Eliminate Waste

Build Quality In

Create Knowledge

Defer Commitment

Deliver Fast

Respect People

Optimize the Whole

Lean PD System

Process

Skille

d Peo

ple

Tools & Technology

1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects

If your client wouldn’t gladly pay part of your itemized bill, it’s waste

Team Members and Stakeholders can:

Eliminate Waste

Build Quality In

Create Knowledge

Defer Commitment

Deliver Fast

Respect People

Optimize the Whole

Lean PD System

Process

Skille

d Peo

ple

Tools & Technology

1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects

Doing has no value, only done (quickly)

Team Members and Stakeholders can:

Eliminate Waste

Build Quality In

Create Knowledge

Defer Commitment

Deliver Fast

Respect People

Optimize the Whole

Lean PD System

Process

Skille

d Peo

ple

Tools & Technology

1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects

If most features aren’t used & most work is in support, then most work is waste

Team Members and Stakeholders can:

Eliminate Waste

Build Quality In

Create Knowledge

Defer Commitment

Deliver Fast

Respect People

Optimize the Whole

Lean PD System

Process

Skille

d Peo

ple

Tools & Technology

1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects

Knowledge degrades with every transfer

Team Members and Stakeholders can:

Eliminate Waste

Build Quality In

Create Knowledge

Defer Commitment

Deliver Fast

Respect People

Optimize the Whole

Lean PD System

Process

Skille

d Peo

ple

Tools & Technology

1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects

Focus on failure-proofing your process rather than testing for failures

Team Members and Stakeholders can:

Eliminate Waste

Build Quality In

Create Knowledge

Defer Commitment

Deliver Fast

Respect People

Optimize the Whole

Lean PD System

Process

Skille

d Peo

ple

Tools & Technology

1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects

You don’t know until you try. You don’t really know until your client does

Team Members and Stakeholders can:

Eliminate Waste

Build Quality In

Create Knowledge

Defer Commitment

Deliver Fast

Respect People

Optimize the Whole

Lean PD System

Process

Skille

d Peo

ple

Tools & Technology

1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects

Wait. If you can’t wait, invest in parallel experiments

Team Members and Stakeholders can:

Eliminate Waste

Build Quality In

Create Knowledge

Defer Commitment

Deliver Fast

Respect People

Optimize the Whole

Lean PD System

Process

Skille

d Peo

ple

Tools & Technology

1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects

But I repeat myself

Team Members and Stakeholders can:

Eliminate Waste

Build Quality In

Create Knowledge

Defer Commitment

Deliver Fast

Respect People

Optimize the Whole

Lean PD System

Process

Skille

d Peo

ple

Tools & Technology

1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects

Modern business is innovation. If only the leaders’ brains are working, you’re dead

Team Members and Stakeholders can:

Eliminate Waste

Build Quality In

Create Knowledge

Defer Commitment

Deliver Fast

Respect People

Optimize the Whole

Lean PD System

Process

Skille

d Peo

ple

Tools & Technology

1. Work-In-Process2. Delays3. Extra Features4. Technical Debt5. Handoffs6. Task Switching7. Defects

Your process has a bottleneck. Improvements elsewhere may be wasted

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Release 1

Iteration 1

Iteration Planning

Daily Standup

Demo / Retro

Iteration n

Iteration Planning

Daily Standup

Demo / Retro

Iteration Backlog

Fixed Time and Resource

Not Done

Iteration Backlog

Not Done

Product Owner

Ideas

Product Backlog

Release Planning

Release Backlog

Scrum mandates new roles, “rituals” and cadence for a team.

THE SCRUM PROCESSScrummaster

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© LeanKit, Inc. 2013

THE KANBAN METHOD YepWe use sticky notes

But …

There’s a bit more than that

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1. Visualize the (current) workflow

2. Limit Work-in-Progress (WIP) *

3. Manage (for smooth) flow

4. Make process policies explicit

5. Implement feedback loops

6. Improve collaborativelyusing Kanban to apply new models

© LeanKit, Inc. 2013

THE KANBAN METHOD Kanban is about evolutionfrom where you are today.

* Often implicitly

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Scrum• A structure of new roles, “rituals” and cadence• No prohibition against visualization, WIP

limitation or flow measurement• A mature scrum team with good technical

practices often looks awfully Kanban-ish Kanban• Evolution through measurement• No opinion on roles, meetings or iterations• Software dev teams who use Kanban to

become more Agile often act quite Scrum-my

© LeanKit, Inc. 2013

WHERE’S THE CONFLICT?You can do both.

You must look beyond the tactical practices to gain real value from either.

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The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business WinGene Kim, Kevin Behr, George Spafford

Implementing Lean Software Development: From concept to cashMary and Tom Poppendieck

Kanban: Successful evolutionary change for your technology businessDavid J. Anderson  

FURTHER READING

Thank You!