Scrum og kanban af Gitte Klitgaard Hansen, IBM

Global Business Services, GBS

Scrum and Kanban

Processer & IT nord seminar 5v3Gitte Klitgaard Hansen, IBM


2Scrum and Kanban 06.06.2012 Some slides are inspired by Henrik Kniberg

Agenda

� Who am I?

� My background in scrum and agile

� Basics of scrum

� Basics of kanban

� When do you use scrum and kanban?



Who am I?

Gitte Klitgaard Hansen

Senior Consultant, IBM

Computer Scientist (and Bachelor in the science of business economics)

Scrumninja, agile coach, aunt, scrummaster, (agile) nerd, film lover, pirate, rolemodel for the IT-business, teacher, mentor, proces shark etc

Loves: Movies, my nephew and niece, books, scrum, movies, agile, getting more young people in IT, movies, hygge, friends, and movies



Background in Scrum and agile

� Find out about XP and agile 2000

� Write about XP, knowledge sharing, risk management 2001-2002

� Discover Scrum 2006

� Become Certified scrummaster 2007

– Camp Scrum

� Scrummaster 2007-2009

� Become Certified Productowner 2009

� Agile Coach 2010-2011

� Play with kanban 2011



My role as agile coach

� 2010

– Scrummaster for the implementation group

– Agile coach for a project and a maintenance area

– Give input to the agile development model

� 2011

– Agile coach for passagers

– Teach 3 day class in agile intro and tools

– Perform enablement activities

– Mentor

– Sneaking in kanban

� 2012

– Piloting Kanban



Scrum basic

3 roles

3 artifacts

3 ceremonier



Kanban



Principles of Kanban

� Start with what you do now

� Agree to pursue incremental, evolutionary change

� Respect the current process, roles, responsibilities &

titles



Kan ban

�Visualize workflow

�Limit work in progress

�Measure leadtime

�Make Process Policies Explicit

�Improve Collaboratively



Visualize workflow

� Split the work into pieces, write each item on a card

and put on the wall.

� Use named columns to illustrate where each item is in

the workflow



Limit work in progress (WIP)

� assign explicit limits to how many items may be in

progress at each workflow state.



Measure leadtime

� Average time to complete

one item,sometimes called

“cycle time”, optimize the

process to make lead time as

small and predictable as

possible.



Make Process Policies Explicit

� Creates policie of when an item can leave a workflow

state

� Make policies explicit and preferably visible



Improve Collaboratively

� Improve continuously and evolutionary

� Improve as a team



Kanban Board



Scrum or kanban

� Kniberg:

– Knife or fork

� Kniberg:

– The “Do The Right Thing” process is guaranteed to work, it’s a silver bullet! Because if it doesn’t work, you

obviously weren’t following the process :o)



Differences between Scrum and Kanban

� Scrum is revolutionary, kanban is evalutionary

� Timeboxing only in scrum

� 3 rules in Kanban – 9 rules in scrum

� Scrum resets the board every sprint

� Scrum has natural places to stop

� Scrum has a size limit



Similarities

� Agile

� Pull

� Limit WIP

– Scrum pr iteration

– Kanban pr workflow state

� Inspect and adapt



Scrumban



Example of scrumban

� Extra swimlanes

– Emergency lane

– Other stuff

� Daily scrum

� Weekly status meeting

� Todo prioritered before daily scrum

� Retrospective

� Demo



The most important


� THINK!!!



Questions ☺



Tips and tricks – simple stuff works

� Reporting to scrum master

– Stand behind speaking teammember

– Take turns

� Sticky notes

� Say things out loud

� Fist of five

� Celebrations



What did I learn?

� Scrum is not a silverbullet

� Scrum is not enough


� It takes time

� Its all about people and values

� It is so hard to be quiet ☺

� QA is often forgotten as a focus area

� Simple stuff works

� I never want to go back ☺



Referencer

� www.controlchaos.com

� www.agilealliance.org

� www.scrum-master.com

� www.danube.com

� www.scrumalliance.org

� www.softhouse.se

� scrumwiki.org

� http://www.infoq.com/minibooks/scrum-xp-from-the-trenches

� http://www.infoq.com/minibooks/kanban-scrum-minibook

Kontakt [email protected] for diverse PDF-filer, slides m.v.



Do Do Do Do orororor do not do not do not do not …………ThereThereThereThere is is is is nononono trytrytrytry!!!!



Extra slides



What did we learn?

� Easy to get started – hard to stay focused.

� Try something new – all the time

� Crossfunctional team

� Lack of support and understanding-> FAILURE!

� Define ”done done” early

� Retrospectives have greatvalue

� Celebrate successes

� Always have fun

� Just do it ☺



What did we learn?

� Do not confuse simple framework with easy to implement

� Scrum is a flashligth

� It takes time

� Good product owners are hard to find

– And very important

� Coaches are important

� Enablement is more important than a model

– A structured enablement concept



What are the challenges?

� Simple is not easy

� Keeping the spirit

high

� Support is necessary

� Old habits die hard

� The roles are hard to

internalize

� Giving room to people

that find scrum hard

A scrumteam is

the IT business’

equivalent to a

jam session☺



Good stuff

� It works ☺

� Always new stuff to learn

� It motivates

� Retrospectives


� Celebrate successes

� More involvement in prioritization, estimation and planning



Get going

� Backup and commitment from management

� Commitment from team

� Commitment from client

� Learn the principals

� Appoint Scrummaster

� Appoint a person to spare with the scrummaster

� Daily scrums

� Scrumboard

� GET GOING (and learn as you go along…)



� Represents the customer

� Owns the product backlog

� Prioritizes

� Decides on the direction of the team

– Not how they get to the goal

– Not how fast they move

� Defines the product’s scope/vision/roadmap

� Does not estimate tasks

Product owner

3 roles

• Product owner• Scrum master• Team

3 artifacts

• Product backlog• Sprint backlog• Sprint

burndown

3 ceremonies• Sprint planning

• Daily scrum• Sprint review

PO



Scrum masterSM

� Ensures that the processes of scrum are followed

– Helps, supports and coaches instead of managing and controlling

� Removes the team’s impediments

� Servant leader to the team

� Often a part of the team

Small team Big team

Few problems ≈ 10% ≈ 50%

Many problems ≈ 50% 100%

Is scrummaster a fulltime job?

Impediment backlog

• Slow workstations

• Interuptions from sales

• Not enough test environments

• No contact with customer

• To small office

Will have a lot of value from sparring (internally) og mentoring (externally)

3 roles


3 artifacts


burndown





TeamSM

A scrumteam is

the IT business’

equivalent to a

jam session☺

3 roles


3 artifacts


burndown



� 5-9 fulltime people

� Cross-functional

� Self-organizing

� Collocated

� Shares responsibility

� Estimates tasks



3 roles


3 artifacts


burndown



Product backlog

Ready to sprint

Needs more grooming

Ideas and visions

• Acceptance criteria (when are we done?)

• Demo (how do we demonstratethat we are done?)

• Notes (are there any details weneed to be aware of?)

• Estimate (how much time doesthe team think it will take?)

• Acceptance criteria (when are we done?)

• Demo (how do we demonstratethat we are done?)

• Notes (are there any details weneed to be aware of?)

• Estimate (how much time doesthe team think it will take?)



Sprintbacklog3 roles


3 artifacts


burndown



Drawing: Henrik Kniberg



Sprint burndown

3 roles


3 artifacts


burndown



• Answers the important question: Will we reach our goal?

• Provides guidance for every day

Drawing: Henrik Kniberg



3 roles


3 artifacts


burndown



Sprint planning

Product

BacklogSprint 15

Backlog

Sprintbeskrivelse



3 roles


3 artifacts


burndown



Daily scrum

15 minutes

- What did I do yesterday?

- What am I doing today?

- Is anything blocking my way?



Sprint reviewSprint demo

� The team demonstrates working code to product owner and stakeholders.

� Only 100% done tasks are demonstrated (done done)

� Direct feedback from stakeholders

Retrospective

� Ongoing evaluation

� Focus is to improve and optimize the process

� Get problems out in the open

3 roles


3 artifacts


burndown



Scrum og kanban af Gitte Klitgaard Hansen, IBM

Technology

Transcript of Scrum og kanban af Gitte Klitgaard Hansen, IBM