Scrumban - applying agile and lean practices for daily uncertainty by Vidas Vasikiauskas

Scrum-banmixing agile and lean

By Vidas Vasiliauskas

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About me

• Product manager at Eylean board

• Started career as a developer

• 8 years in software industry

• Doing “lean startup”

Why you should hear this?

Why you should hear this?

• You are doing product development

Why you should hear this?

• You are doing product development

• You are in a startup

Why you should hear this?

• You are doing product development

• You are in a startup

• Your team is less or equal to 8 people

Why you should hear this?

• You are doing product development

• You are in a startup

• Your team is less or equal to 8 people

• Uncertainty is a daily thing for you

Why you should hear this?

• You are doing product development

• You are in a startup

• Your team is less or equal to 8 people

• Uncertainty is a daily thing for you

• You have heard or practiced agile and lean

Scrum vs Scrum-ban

Scrumban 101

Goals:• Minimum delivery time• Fully loaded team

Features:• Event/demand driven• Empowers team roles• Lean like hell

Backlog--------------------------------

PlanningDaily

meeting Production

Release

Planning trigger?

5-15% of overall time

left until release date?

Task board

Task board Triage

Feature freeze

Stabilization

Kaizen?

Kaizen

YES

No

YES

No

No

YES

Task boardTo do Doing Done

Analyze requirements

Develop project plan

Develop project plan

Initiate agreement

Planning on demand

GOLDEN RULE:Demand goes first before supply

To do Doing Done

Analyze requirements

Define specifications

Create design guidelines

Initiate agreement

Create design docs

To do Doing

Done

Analyze requirements

Define specifications

Create design guidelines

Initiate agreement

Create design docs

2

To do Doing Done

Analyze requirements

Define specifications

Create design guidelines

Initiate agreement

Create design docs

Buffer

Develop project plan

Transfer documents

2

To do Doing Done

Analyze requirements

Define specifications

Create design guidelines

Initiate agreement

Create design docs

Buffer

Develop project plan

Transfer documents

22

To do Doing Done

Analyze requirements

Define specifications

Create design guidelines

Initiate agreement

Create design docs

Buffer

Develop project plan

Transfer documents

22

TRIGGER!!!

Less planning and concentrated release

Points done

Time

Points

Items done

Time

Tasks

Tasks doneWIP LIMIT

Time

Tasks

Tasks doneWIP LIMIT

Feature freeze

Triage Stabilization

Estimating is easy…

Product, project or support?

Product Project Support

Assembly line

Single product

Do you know the deadline?

EstimateNo estimate,

focus on goalsAverage estimate

Features or knowledge

?

FeaturesKnowledge

Do you need to know it?

Yes

No

Yes

No

Do you prioritize by estimate?

Yes

No

Task created

Task started

Task delivered

Lead time

Planning on demand

Cycle time

4 guidelines to control cycle time

1. Prefer completed task to

starting new

4 guidelines to control cycle time

2. Grab second task only if the

first one is blocked

*can overcome rule 1.

4 guidelines to control cycle time

3. Late resource binding

4 guidelines to control cycle time

4. Avoid critical path

NO! To early binding +STRESS

-ENERGY-TIME

ALAP** Mind the impact

Push system

Pull system

3 kings to rule them all

Daily meeting

Planning meeting (on demand)

Kaizen

Aligned visionScrum Kanban Scrumban

Iterations 1-4 week sprints Continuous work Continuous work with with decoupled planning and release

Work routines Pull principle Pull principle or late binding to resources

Pull principle or late binding to resources

Scope limits Sprint limits total work amount Work in progress limits current work amount

Work in progress limits current work amount,Buffer defines triggers for planning

Planning routines Sprint planning Release/iteration planning, demand planning

Planning on demand for new tasks

Estimation Backlog and sprint planning Optional Average or no-estimationPerformance metrics Burndown, Velocity Cumulative flow diagram, lead time

cycle timeAverage cycle time

Continuous improvement Retrospective Optional KaizenMeetings Sprint planning, daily scrum, sprint

review, retrospectiveKaizen Daily, on demand planning, kaizen

Roles Product owner, Scrum master, team Team leader, team Team leader, teamTeam members Cross-functional team members Specialized team members Specialization or preference to tasks

Task size Should be less than 8 hours to see progress

Any size Any size

New items during iteration Forbidden in most cases Allowed whenever queue allows it Allowed through buffer swapOwnership Owned by a team Supports multiple teams ownership Supports multiple teams ownership

Board Defined/reset each sprint Persistent PersistentPrioritization During backlog and sprint planning Optional Always open

Roles Scrum master, product owner, team Not defined, may vary Not defined, may varyRules Constrained process Only a few constraints, flexible process Slightly constrained process

Fit for Enterprise maturity for teams working on product or especially project which is longer than a year

Support and maintenance teams, continuous product manufacturing

Startups, fast-pace projects, continuous product manufacturing

THANK YOU

www.aboutscrumban.com@Vasiliauskas

vidas@eylean.com

+370 600 37066