Scrumban - applying agile and lean practices for daily uncertainty by Vidas Vasikiauskas
36
Scrum-ban mixing agile and lean By Vidas Vasiliauskas 看看
-
Upload
vidas-vasiliauskas -
Category
Presentations & Public Speaking
-
view
123 -
download
0
description
In this presentation I have talked about scrumban - a mix of routines and techniques for daily use in dynamic environment. Like in startups, product manufacture, support or similar cases.
Transcript of Scrumban - applying agile and lean practices for daily uncertainty by Vidas Vasikiauskas
Scrum-banmixing agile and lean
By Vidas Vasiliauskas
看板
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
+370 600 37066
![ScrumBan [R]Evolution - Are #NoEstimate and #NoSprints your next steps](https://static.fdocuments.in/doc/165x107/58759ace1a28ab6d198b512d/scrumban-revolution-are-noestimate-and-nosprints-your-next-steps.jpg)
