Scrum og kanban af Gitte Klitgaard Hansen, IBM

Global Business Services, GBS

Scrum and Kanban

Processer & IT nord seminar 5v3
Gitte Klitgaard Hansen, IBM


Agenda

Who am I?
My background in scrum and agile
Basics of scrum
Basics of kanban
When do you use scrum and kanban?

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


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

Inspect and adapt
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
Inspect and adapt
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 gkh@dk.ibm.com for
diverse PDF-filer, slides m.v.


Do or do not …
try!
There is no try!



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 great
value
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
A scrumteam is
Support is necessary the IT business’
equivalent to a
Old habits die hard jam session☺

The roles are hard to
internalize
Giving room to people
that find scrum hard



Good stuff

It works ☺
Always new stuff to learn
It motivates
Retrospectives
Inspect and adapt
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…)


3 roles
• Product owner
• Scrum master
PO • Team

Product owner 3 artifacts
• Product backlog
• Sprint backlog
• Sprint
Represents the customer burndown

Owns the product backlog 3 ceremonies
• Sprint planning
• Daily scrum
Prioritizes • Sprint review

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



3 roles
• Product owner

SM Scrum master • Scrum master
• Team

3 artifacts
Ensures that the processes of • Product backlog
• Sprint backlog
scrum are followed • Sprint
burndown
– Helps, supports and coaches instead of
managing and controlling 3 ceremonies
• Sprint planning
Removes the team’s impediments • Daily scrum
• Sprint review
Servant leader to the team
Often a part of the team

Will have a lot of value from sparring
Impediment backlog (internally) og mentoring (externally)
• Slow workstations
• Interuptions from sales Is scrummaster a fulltime job?
• Not enough test environments
Small team Big team
• No contact with customer
Few problems ≈ 10% ≈ 50%
• To small office
Many problems ≈ 50% 100%



3 roles
• Product owner
Team SM
• Scrum master
• Team

3 artifacts
• Product backlog
• Sprint backlog
• Sprint
5-9 fulltime people burndown

3 ceremonies
Cross-functional • Sprint planning
• Daily scrum
• Sprint review
Self-organizing
Collocated
A scrumteam is
Shares responsibility the IT business’
equivalent to a
Estimates tasks jam session☺



3 roles
Product backlog • Product owner
• Scrum master
• Team

Ready to 3 artifacts
• Product backlog
sprint
• Acceptance criteria (when are • Sprint backlog
• Sprint
we done?) burndown

3 ceremonies
• Sprint planning
Needs more • Demo (how do we demonstrate • Daily scrum
grooming • Sprint review
that we are done?)

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

Ideas and • Estimate (how much time does
visions the team think it will take?)



3 roles
• Product owner
Sprintbacklog • Scrum master
• Team

3 artifacts
• Product backlog
• Sprint backlog
• Sprint
burndown

3 ceremonies
• Sprint planning
• Daily scrum
• Sprint review

Drawing: Henrik Kniberg


3 roles
• Product owner
• Scrum master
• Team
Sprint burndown 3 artifacts
• Product backlog
• Answers the important question: Will we reach our goal? • Sprint backlog
• Sprint
• Provides guidance for every day burndown

3 ceremonies
• Sprint planning
• Daily scrum
• Sprint review

Drawing: Henrik Kniberg


3 roles
• Product owner
Sprint planning • Scrum master
• Team

3 artifacts
• Product backlog
• Sprint backlog
• Sprint
Sprintbeskrivelse burndown

Product Sprint 15 3 ceremonies
Backlog Backlog • Sprint planning
• Daily scrum
• Sprint review



3 roles
• Product owner
Daily scrum • Scrum master
• Team

3 artifacts
• Product backlog
• Sprint backlog
• Sprint
15 minutes burndown

3 ceremonies
- What did I do yesterday? • Sprint planning
• Daily scrum
- What am I doing today? • Sprint review

- Is anything blocking my
way?



3 roles
• Product owner
• Scrum master
• Team
Sprint review 3 artifacts
• Product backlog
Sprint demo • Sprint backlog
• Sprint
The team demonstrates working Retrospective burndown
code to product owner and 3 ceremonies
stakeholders. Ongoing evaluation • Sprint planning
• Daily scrum
Only 100% done tasks are Focus is to improve and • Sprint review
demonstrated (done done) optimize the process
Direct feedback from Get problems out in the open
stakeholders


Scrum og kanban af Gitte Klitgaard Hansen, IBM

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