vidas vasiliauskas. scrumban - mixing agile and lean for product manufacture and support
DESCRIPTION
Session will target small to medium sized teams, project managers and start-up guys who are doing lean/agile based product development or support. A refreshing idea about “On demand” thinking in a world based on “Squeezing or pushing”. We will talk about principles which bring mixed practices from both Scrum and Kanban to supply a responsive, lean and still constrained process. Vidas will cover main guidelines and insights of practical applications on Scrumban including: -On demand planning -Feature freezing -Process triggers -Importance of Kaizen -The most important thing to be done nextTRANSCRIPT
Scrum-banmixing agile and lean
By Vidas Vasiliauskas
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
meetingProduction
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 done
Time
Tasks
Tasks done
Feature freeze
TriageStabilization
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
* 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-estimation
Performance metrics Burndown, Velocity Cumulative flow diagram, lead time cycle
time
Average cycle time
Continuous improvement Retrospective Optional Kaizen
Meetings Sprint planning, daily scrum, sprint review,
retrospective
Kaizen Daily, on demand planning, kaizen
Roles Product owner, Scrum master, team Team leader, team Team leader, team
Team 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 swap
Ownership Owned by a team Supports multiple teams ownership Supports multiple teams ownership
Board Defined/reset each sprint Persistent Persistent
Prioritization During backlog and sprint planning Optional Always open
Roles Scrum master, product owner, team Not defined, may vary Not defined, may vary
Rules 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
+370 600 37066