Post on 15-Feb-2022
© Patrick Steyaert, 2013
Scrum and Kanban- Looking inside the box -
- Thinking outside the box -
Patrick SteyaertSeptember, 2013
Scrum and Kanban
© Patrick Steyaert, 2013
Agenda
Scrum and Kanban
2
Scrum and Kanban
Deliver w
hat the customer w
antsw
hen the customer w
ants itAdaptation to a changing environment
Solving hard problems with diverse problem solvers
Looking inside the box
Thinking outside the box
organize work, deliver value, improve business fitness
© Patrick Steyaert, 2013
Two archetypical cases
Big-utilities, ICT department
§ Big-Utilities’ is undergoing a drastic transformation to deal with economic pressure.
§ The transformation is implemented through a number of business transformation programmes.
§ The ICT department needs to support these transformation programmes while at the same time reducing cost.
Scrum and Kanban
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Digital-Innovations ltd
§ Start-up technology company
§ Development is driven by a small, co-located team of experienced developers
§ As Digital-Innovations is moving towards a more feature rich product, the development team needs to be extended with a test team, functional analysis skills and extra development capacity.
§ Because of cost and availability of skilled engineers near- or offshoring is considered
It was the best of times, it was the worst of times.
© Patrick Steyaert, 2013
Part 1: Looking inside the box
Scrum and Kanban
4
The Scrum Guide
The Definitive Guide to Scrum: The Rules of the Game
October 2011
Developed and sustained by Ken Schwaber and Jeff Sutherland
© Patrick Steyaert, 2013
Core practices
Kanban
1. Visualize
2. Limit WIP (Work In Progress)
3. Manage Flow
4. Make Process Policies Explicit
5. Implement Feedback Loops
6. Improve Collaboratively, Evolve Experimentally (using models/scientific method)
Scrum
1. Task board, Burndown
2. Iterations
3. Teams & time-boxes
4. Definition of “Done”
5. Transparency, Inspection, Adaptation (Scrum theory)
6. Retrospectives
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© Patrick Steyaert, 2013
Lean roots
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Toyota Production System (TPS)
Work organizationWork cellsPull
Value streamsPacemaker
Parts supply
Deliver what the customer wantswhen the customer wants it
© Patrick Steyaert, 2013
TPS – Organizing work: Work cells 7
§ Work cell§ A cell is an arrangement of
processing steps next to each other through which parts are processed in continuous flow.
§ Cells may be operated by multi-skilled workers as different machines are operated by a single operator.
§ Continuous flow§ Items are processed and moved
directly from one processing step to the next processing step, one work item at a time.
§ Each processing step produces a work item just before the next processing step is ready with processing the previous item.
Work cell
Scrum and Kanban
© Patrick Steyaert, 2013
TPS – Organizing work: Pull
§ Pull (versus push)§ Only produce what is needed
when it is needed§ The trigger to produce comes
from the customer (downstream) to the supplying process (upstream)
§ Kanban§ Kanban is the signal to the
upstream process to produce§ Kanban can be a card, box,
lamp, etc.
§ CONWIP (CONstant WIP) is an alternative to Kanban to implement pull
FLOW
Customer process
Supplying process
Part or Product
Kanban
PULL
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© Patrick Steyaert, 2013
Translation to knowledge work?
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Knowledge work: Solving hard problems with diverse problem solvers
§ No individual problem solver always locates the global optimum solution
§ For any solution other than the global optimum, some problem solver can find an improvement
Knowledge discovery process: Validated learning
deliver features according to requirements
DeliveryDiscovery Validation
© Patrick Steyaert, 2013
Organizing knowledge work
Hard problems requiring diverse problem solvers
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Structured task settingSimilarly structured problems n
Requiring workers with different skills to work togethern
Unstructured task setting§ Ambiguous, ill-structured, varying
problems
§ Requiring multi-skilled workers
Edwin HutchinsCognition in the wild
© Patrick Steyaert, 2013
Cells that swarm 11
§ Cell§ Small self-directed unit of
multi-skilled members that swarm on work
§ Swarm§ The whole team collaborates
on a single problem
§ The whole team collaborates to get work done
Scrum and Kanban
Unstructured task setting: Ambiguous, ill-structured, varying problems, requiring multi-skilled workers
© Patrick Steyaert, 2013
Crews that pull
§ Crews§ Work flows between people
with specific roles guided by explicit policies
§ Pull§ Pull is implemented by
limiting work in progress§ Pull is implemented by
Kanban or CONWIP
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Structured task setting: Similarly structured problems, requiring workers with different skills to work together
© Patrick Steyaert, 2013
Translation to knowledge work?
Scrum and Kanban
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Knowledge discovery process: Validated learning
deliver features according to requirements
DeliveryDiscovery Validation
Knowledge work: Solving hard problems with diverse problem solvers
§ No individual problem solver always locates the global optimum solution
§ For any solution other than the global optimum, some problem solver can find an improvement
© Patrick Steyaert, 2013
Lean organization – Value streams
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The pacemaker (a work cell)• Assembles the final product for the
customer
• Deliver what the customer wants when the customer wants it
• Create level flow for supply processes
FLOW
Parts supply (a pull process)• Delivers parts
• Just-in-time delivery of parts
• Parts are pulled by the pacemaker
pull pull pull
SCHED
ULE
© Patrick Steyaert, 2013
Delivering value
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Exploiting and existing value streamLead time n
Quality n
Predictability n
Conformance n
Safety n
Creating a new value stream§ Acquisition
§ Activation
§ Retention
§ Referral
§ Revenue
Deliver what the customer wants when the customer wants it
Digital innovation is creating a new value stream
Big utilities is exploiting its existing value stream
© Patrick Steyaert, 2013
The pacemaker as the driver of knowledge discovery
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The pacemaker (a work cell)• Assembles the final product for the
customer
• Deliver what the customer wants when the customer wants it
• Create level flow for supply processes
Integration, Building , Deploying
Solving a business or customer problem
Decomposing the work in manageable pieces
DeliveryDiscovery Validation
Creating a new value stream
Digital innovation mainly functions as a pacemaker
© Patrick Steyaert, 2013
Do we have parts supply in knowledge work?
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A feature or maintenance crew
Parts supply (a pull process)• Delivers features, CRs, fixes
• Just-in-time
• Parts are pulled by the pacemaker
deliver features according to requirements
DeliveryDiscovery Validation
Exploiting an existing value streams
Big utilities IT is mainly acting as a feature crew
© Patrick Steyaert, 2013
Dominant thinking models
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Digital innovation is creating a new value stream
Big utilities is exploiting its existing value stream
pull
pullDominantly crews
Dominantly cells
© Patrick Steyaert, 2013
New organization patterns
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Pacemaker cell
pull
Feature crew
pull
pull Crew supplying pacemaker
Pacemaker cellPacemaker cell
Pacemaker cellPacemaker cell
Band of pacemakers
© Patrick Steyaert, 2013
Roles, rituals & artifacts
Kanban
§ Roles§ Initially, respect roles,
responsibilities & job titles
§ Rituals§ Daily standup§ Input queue replenishment§ Release planning§ Operations review
§ Artifacts§ Backlog/upstream kanban§ Input queue§ Kanban board§ Cummulative flow diagrams,
process control charts§ Items in output queue
Scrum
§ Roles (Scrum team)§ Product owner, scrum master,
scrum team
§ Rituals (Scrum events)§ Daily standup§ Sprint planning§ Sprint review§ Retrospective
§ Artifacts (Scrum artifacts)§ Product backlog§ Sprint backlog§ Scrum board (task board)§ Burn down chart§ Increment
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© Patrick Steyaert, 2013
A different change approach
Kanban
§ Roles§ Initially, respect roles,
responsibilities & job titles
§ Rituals§ Daily standup§ Input queue replenishment§ Release planning§ Operations review
§ Artifacts§ Backlog/upstream kanban§ Input queue§ Kanban board§ Cummulative flow diagrams,
process control charts§ Items in output queue
Scrum
§ Roles (Scrum team)§ Product owner, scrum master,
scrum team
§ Rituals (Scrum events)§ Daily standup§ Sprint planning§ Sprint review§ Retrospective
§ Artifacts (Scrum artifacts)§ Product backlog§ Sprint backlog§ Scrum board (task board)§ Burn down chart§ Increment
Kanban foundation principles
• Start with what you do now
• Agree to pursue incremental, evolutionary change
• Initially, respect current roles, responsibilities & job titles
Scrum guide end note
• Scrum’s roles, artifacts, events, and rules are immutable
• Although implementing only parts of Scrum is possible, the result is not Scrum.
• Scrum exists only in its entirety
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© Patrick Steyaert, 2013
Evolution in action
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Geospiza Scandens(cactus finch)
Geospiza Fortis(medium ground finch)
Peter and Mary Grant
Darwin’s Finches and their eco-niches on the Galapagos islands.
© Patrick Steyaert, 2013
Selection pressure
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Bea
k dep
th (
mm
)
9.25
9.5
9.75
10
10.25
Jul75
Jan75
Mar76
Jun76
Dec76
Mar77
Jun77
Dec77
Mar78
Jul78
Jan79
Drought
The evolution of the beak depth ofG. Fortis on the island of Daphne Major
© Patrick Steyaert, 2013
Business fitness (1)
§ How well is your organization adapted to the current business environment?
§ How well are you delivering what the customer wants when the customer wants it?
§ How well are you solving hard problems with diverse problem solvers?
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© Patrick Steyaert, 2013
Adaptation to a changing environment
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Hard seeds
Soft seeds
Big beaks
Small beaks
Drought
DroughtEl Nino
El Nino
19851977 1983
Big beaks Small beaksDrought initiates a release
El Nino initiates a renewal
Gradual change
Abrupt change
© Patrick Steyaert, 2013
Exit cycle
Business fitness (2)
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Back loopDiscovering new business & creating new value streams
Front loopGrowing established business & exploiting existing value streams
Abrupt change
Gradual change
How well is your organization adapted to a changing business environment?
© Patrick Steyaert, 2013
Sense making framework to improve business fitness
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28
Run – Change
Deliver – Discover
Pull – Swarm
© Patrick Steyaert, 2013
Conclusion
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Scrum and Kanban
Deliver w
hat th
e custom
er wan
tsw
hen
the cu
stomer w
ants it
Adaptation to a changing environment
Solving hard problems with diverse problem solvers
Looking inside the box
Thinking outside the box
organize work, deliver value, improve business fitness
© Patrick Steyaert, 2013
Thank You
Scrum and Kanban
patrick.steyaert@okaloa.com@PatrickSteyaert
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