Agile Scrum Lean & Kanban explained in a flash
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Transcript of Agile Scrum Lean & Kanban explained in a flash
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Agile, Scrum, Lean & Kanban in a flash
Andrew Rusling
Agile Coach
@andrewrusling
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Contents
1. agile for software development
2. Scrum
3. agile outside of software development
4. Lean
5. Kanban
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Competencies to be gained
By the end of this session, I am hopeful that you will be able to:
1. Summarise agile
2. Summarise Scrum
3. Summarise Lean
4. Summarise Kanban
5. List some business applicable, agile practices
6. Summarise how Lean helps us to deliver more value
7. Summarise how Kanban can help business teams
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agile
for software development
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A brief history of agile 5
Waterfall
‘New New
Product
Development
Game’
published
Rate of
business
change
accelerates
Light weight
methodologies
arise
Scrumagile
1970
80’s
1986 1993 2001
90’s
XP
1996
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Agile value proposition 6
Busin
ess V
alu
eR
isk
Adap
tabili
tyV
isib
ility
Time
Time
Time
Time
Traditional Development Agile Development
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agile Manifesto value statement
Process and toolsIndividuals and
interactionsover
Following a planResponding to
changeover
Contract negotiationCustomer
collaborationover
Full Manifesto: http://agilemanifesto.org/
Comprehensive
documentationWorking software over
product
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You can’t ‘do’ agile
• It is a set of Values & Principles
• No clear path to success
• New practices and processes are needed
• Many people learn by doing
• Enter the agile methodologies
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Scrum
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Why is Scrum so successful?
• Simple
• 13 rules, Described in 16 pages
• Technology Agnostic
• Domain Agnostic
• Extensible
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Key benefit of Scrum 11
Build the wrong
product faster
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Team5..9 People
Cross Functional
Self Organising
Product OwnerStakeholder management
Backlog management
Return on Investment
Scrum MasterServant Leader
Coach
Impediment Remover
Facilitator
Sprint 1..4 weeks
Sprint
PlanningPart 1 & 2
2h .. 1d
Sprint
Review1h .. 4h
Sprint
Retrospective1h .. 4h
Daily
Stand up15m
Definition
of Done
Potentially
Shippable
Product
Increment
Product
Backlog
Sprint
Backlog
Whole Team
Sprint Goal
Scrum has 13 rules
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agile outside
of software development
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Common views of the IT Department 14
Slow
Unresponsive
Unreliable Costly
Difficult
Belligerent
Painful
Inhibitors
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Pre-agile, those words were all applicable 15
IdeaInitiate &
Resource
Decide
what to
build
Build it Test it FeedbackReleaseIT
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Agile has shifted the bottleneck 16
Idea Decide, Build, Test & Release it FeedbackInitiate &
Resource
Product
Management
IT
Product
Management
PMO
Product
Management
HR
Finance
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Expanding agile outside of IT 17
IT
PMO
Product
Management
HRFinance
Sales
Executive
Marketing
Agile
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Top agile techniques for business
Empowerment
• Visualise work
• Daily Standup
• Prioritise as a Team
Regular Events
• Retrospectives
• Reviews
Roles
• Product Owner
• Coach
Other
• Time-boxing
• Pomodoro
• Visible Outcomes
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Lean
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Flow game
https://www.flickr.com/photos/britanglishman/
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What is Lean? 21
“maximize customer value while minimizing waste”
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Who are your customers?
• Paying Customers?
• External Companies?
• Internal Colleges?
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What is value? 23
Would you customers pay for it?
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What is value?
Output
Outcome
Impact
Request
Usage
£
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What is waste? 25
Unevenness
Mura
Overburden
Muri
Non value adding
activities
Muda
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Seven wastes of cognitive work (Muda)
1. Partially Done Work
2. Extra Features
3. Relearning
4. Handoffs
5. Delays
6. Task Switching
7. Defects
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Brief History of Lean & Kanban 27
1950
Toyota
Production
System
(TPS)
started
‘Implementing
Lean Software
Development’
Published
2006
‘Lean
Thinking‘
Published
‘Lean’ first used
to describe
Toyota’s TPS
80’s 1998
kanban used
on Toyota
factory floor
1953 2010
Kanban
Method
Published
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Lean Thinking
1. Identify Customers and Specify Value
2. Identify and Map the Value Stream
3. Create Flow by Eliminating Waste
4. Respond to Customer Pull
5. Pursue Perfection
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Kanban Method
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The Location Game
• How long will it take to write out a location name?
• How long will it take to write out FIVE location names?
• What will affect this time?
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Start: xx Finish: yy
Fraser
Based heavily on the Name Game by Henrik Kniberghttp://www.crisp.se/gratis-material-och-guider/multitasking-name-game
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Kanban Method = Kanban
Kanban is:
• an approach for evolutionary change
• a meta – methodology
• a process improvement framework
Kanban comes from:
• Systems Thinking
• Lean
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Scrum is an agile, product delivery framework
Kanban is a lean, process improvement framework
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Kanban Method - Principles
1. Start with what you do now
2. Agree to pursue evolutionary change
3. Initially, respect current processes, roles, responsibilities and job titles
4. Encourage acts of leadership at all levels of the organisation
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Kanban Method – Practices
1. Visualise the workflow
2. Limit the work in progress
3. Manage flow
4. Make policies explicit
5. Implement feedback loops
6. Improve collaboratively,
evolve experimentally
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Visual the workflow – an example 34
Backlog Selected In ProgressReady for
ReviewDoneReview
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One way to limit WIP 35
Backlog Selected In ProgressReady for
ReviewDoneReview
(3) (2) (2)
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Manage Flow (aka remove waste) 36
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Make policies explicit
Clear, Public and Visible
Some possible policies:
• Cadence (Replenishment, Planning, Release)
• Definition of Ready, Definition of Done
• Classes of service (types of work item)
• Standard
• Expedite
• Fixed Delivery Date
• Intangible
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Implement feedback loops
Product Quality
• Reviews
• Pairing
Process
• Retrospectives
Track Metrics
• Revenue per employee
• Customer Satisfaction
• Cumulative Flow
• Cycle time
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Improve collaboratively
• Management driven improvements will always be limited
• Front line workers are best placed to improve the system
• A collaborative approach is best
Often done via:
• Daily walking the wall
• Regular Retrospectives
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Plan
Check
DoAct
Avoid change without measuring
(it is like walking around in the dark)
Avoid change without a target
Try Plan, Do, Check, Act
Evolve experimentally
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Thank you