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20 APRIL 2016

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FROM FAST FOOD TO FRENCH CUISINE

Scrumban Pieter Rijken

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Clients

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Pieter Rijken

Agile coach & trainer

KPN, ING, ANVA, Rabobank, Nationale Nederlanden, Aegon

prijken@xebia.com +31 6 83036743

pieterjrijken @pieter_rijken

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Jasper Sonnevelt

Agile Consultant

jsonnevelt@xebia.com

+31 6 35118058

jaspersonnevelt @jaspersonnevelt

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By: Daniel Burm

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Why did the approach work? •  Principles ­  Current process as starting point ­  Respecting existing roles & responsibilities ­  Gradual change

•  Practices ­  Transparency ­  Feedback loops

•  Emerging process!

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Top 10 reasons… Why agile adoptions fail

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Reasons agile adoptions fail •  ‘Why are we changing?’ is not clear •  Failure to identify the right problems and tampering with

things that work •  Top-down change forced upon team •  Coaching style does not match the team phase •  Forcing to overcome the resistance to change •  Focus on changing existing roles (threatening jobs) •  Lack of discipline •  Forcing Scrum in challenging environment

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- Moneyball (2013) “There is an epidemic failure within the game to understand what

is really happening”

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Applying the Kanban Method in a Scrum context

Scrumban is…..

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Kanban principles & practices

•  Principles: ­  Start with what you do now ­  Agree to pursue

evolutionary change ­  Initially, respect current

roles an responsibilities ­  Encourage acts of

leadership on all levels

•  Practices: ­  Visualize ­  Limit WiP ­  Manage flow ­  Make policies explicit ­  Feedback loops ­  Evolve collaboratively

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Kanban lens

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Start with understanding 1.  Purpose 2.  Sources of dissatisfaction 3.  Analyze demand & capability 4.  Identify work item types 5.  Model the knowledge discovery process 6.  Classes of Service 7.  Design the kanban system 8.  Roll-out

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Why Scrumban is useful •  In certain situations disruptive changes are not wanted •  As a coaching tool ­  If tutoring and mentoring are not appropriate ­  Team phase calls for a non-directive coaching style ­  Improving situations perceived as scrumbut

•  ….thereby building shared commitment

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Cases & Examples

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Top 10 patterns •  Continuous demo’s •  Fast lane •  Ad hoc planning •  Intangibles

•  Testing/Hardening/Deployment (DoS) •  ERP implementations •  Urgent (side) request •  ‘Folded board’ pattern •  Coping with external dependencies •  Narrowly skilled team members

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Case: Development & Test Team

Scrum board Test team

WiP limit & Policy: Maximum of 1 ½ sprint

End2End

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Work in Progress

Test Team

Scrum Team

Time

Am

ount

of w

ork Scrum team

delivers faster

Test in progress

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Case: ERP Implementation

Expedite

Standard

Intangible

Wait for External

Ris

k ca

tego

ries

Par

king

lot

Top 10 Selected Design Live

Steps in (development)process

Review Development 4 6 4 Doing Done Doing done

4

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Case: ERP Implementation

Expedite

Standard

Intangible

Wait for external

Ris

k ca

tego

ries

Par

king

lot

Top 10 Selected Design Live

Steps in (development)process

Review Development 4 6 4 Doing Done Doing done

4

WiP limits per column to reduce multi tasking

Split into Doing & Done to deal with variations in flow and squad members see the work that can be pulled

Top 10 backlog priorities

Parking lot for external dependencies. Doesn’t count towards WiP limit

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Case: Much ad hoc work

Incidents

Standard

Daily jobs

Business Requests

Different expectations

(SLAs)

Different expectations

(SLAs)

Different expectations

(SLAs)

Different expectations

(SLAs)

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Case: ‘Folded board’ pattern

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Case: Dependencies…..

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Wait for external

Many varying external dependencies

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Case: Narrowly skilled team

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•  Initially, respect roles: •  Each person a single row

•  Provide avatars for multi skilled persons (and no row)

•  Visualizes the team’s ability to cross function

•  Encourages collaboration

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Unexpainable long lead times

Low quality in the team

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“Tasks are too small to write stickies!”

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Many Stakeholders/POs

Parking space for external dependencies

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My little cheat sheet* on when to introduce Kanban practices

Too much Ad-Hoc (unplannable) work

Long Lead times (>30 days)

Many external dependencies

Low predictability of lead times

High amount of work items that are discarded

mid process

High degree of specialization. Strong need for knowledge

sharing

Kanban Board yes yes with “parking space” yes mainly for refinement process yes

Risk categories on board with post-it color or on board op board

WIP limits per person per column yes, not on the parking space per person

Operations Review Meeting monthly monthly monthly

Backlog Refinement weekly

Demo yes ja ja

Retrospective every 2 weeks monthly monthly every 2 weeks every 2 weeks every 2 weeks

Daily Stand up yes 1-2 x per week. More if needed

1-2 x per week. More if needed yes yes yes

Lead Time / Control Chart yes yes

*Empty cells are optional, but recommended *) Thanks to Jasper Sonnevelt

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Scrumban

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Scrumban works because…

•  …..starts with current situation •  …..focusses on managing the work and not on the roles •  …..improves continuously from here •  …..improves upon the team’s common goal

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Communities •  NL Scrum

•  Lean Kanban Benelux

•  Lean Kanban University

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Scrumban

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We’re Doing Scrum, But…

•  The business doesn’t want to be involved.

•  Everyone wants their features first and can’t agree on a priority.

•  Teams don’t know how to self-organize.

•  People aren’t available to work on teams full-time.

•  Timeboxes aren’t adhered to. •  Teams don’t see a need for a daily

Scrum. •  Teams can’t get a piece of

functionality done in one Sprint.

•  Teams don’t have the skills to do something.

•  Teams can’t fit testing into the same Sprint as development.

•  The Scrum Master tells the team what to do and how to do it.

•  Other managers can’t stay out of a Sprint.

•  Important things come up that require interrupting the Sprint.

•  The Sprints can’t start until all of the other groups do their up-front work.

•  Other groups are building hardware or using waterfall.

Xebia Agile Consulting & Training

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Principles applied •  Start with what you do now •  Agree to pursue evolutionary change •  Initially, respect current roles and responsibilities •  Encourage acts of leadership on all levels

•  We can apply this to Scrum teams too!!

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Primaire doelen •  K – Hoe gebruik je Kanban in een Agile team •  K – Welke tools kun je inzetten •  K – Wat is Scrumban •  K – Practices om veel voorkomende problemen aan te

pakken

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Secondaire doelen •  Publiciteit rondom Kanban (trainingen) •  Community events en groups bekend maken •  Kanban awareness vergroten

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Alternative path to agility Changing by taking small steps

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Cases •  Self-kicked-off team using scrum after 6 months…..ING

case •  Dev team vs Test team: Aegon case

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Three additional values •  Empiricism •  Humility •  Constructive Interaction

•  (scrumban p 65)

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How did this work? •  Part new: scrum, and part existing process of testing after

developing •  Respect role of the test test •  Focus on the service: whole chain •  Implemented feedback loop on the service of the team •  Transparency ­  Visualization of the whole chain ­  Charts showing measurements

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When to use Scrumban? •  In my experience:

•  Kick-starting teams in challenging environments •  Coaching teams that ­  Scrumbutts and passed mentoring ­  Want/need to experiment with scrum

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Why Scrumban is useful •  In certain situations disruptive changes are wanted •  Introducing scrum in an evolutionary way •  Improving situations perceived as scrumbutt

•  As a coaching tool: building a shared commitment •  Deal with dysfunctions in agile teams

­  Not delivering in production in sprint ­  Coping with dependencies ­  Ad hoc work, e.g. incidents, business requests, daily operations, ….. [24 devops

team] ­  2 or more DoDs….. [harmonica bord] ­  Separate test team [Aegon voorbeeld, met grafiek] ­  Team with (super)specialists

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How •  Kata for doing improvements: ­  (re)evaluate the team’s purpose ­  How does customer/team experience the service? ­  (re)examine work types ­  (re)visit the work type risk profiles ­  (re)think the board design ­  Go!

•  [Team’s vision statement from Mike Burrows]

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Tools •  Vision/service/purpose statement of Mike Burrows •  Work type template from Dave White •  Risk profiles from Alexei Zhirkov •  STATIK •  Kanban practices

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Kanban Practices •  Visualize •  Limit WiP •  Manage flow •  Make policies explicit •  Implement feedback loops •  Improve Collaboratively, Evolve Experimentally

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•  Begin met de purpose te herzien •  Vandaar uit naar het bord en verbeterstppen bepalen

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Thank You!

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What is Scrumban?

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Quality control

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Kanban Method Method for introducing evolutionary change

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The Kanban Method….. •  is: ­  A method to catalyze continuous improvement ­  A means to look at the organization from a service perspective ­  Uses kanbans and a kanban system based on pull

•  is not: ­  A project management method, or ­  A software development framework

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Kanban lens •  Service-orientation •  Service delivery involves workflow •  Work flows through a series of knowledge discovery

activities

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STATIK STATIK = Systems Thinking Approach To Introducing Kanban

1.  Purpose 2.  Sources of dissatisfaction 3.  Analyze demand & capability 4.  Identify work item types 5.  Model the discovery process 6.  Classes of Service 7.  Design the board 8.  Implement!

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As a coaching tool….. •  Hersey & Blanchard •  Tuckman

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Shu Level / M1 Teams

•  Example: Kick-starting a new team

•  The agile coach should provide structure

•  Great timing to introduce new processes, e.g. Scrum

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Ha/Ri Level / M2 Teams •  Example:

Team struggling for months to get scrum working for them in their context (Shu)

•  Example: Experienced team ready to start experimenting with Scrum (Ha & Ri)

•  Calls for a different coaching style!

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With Scrumban, teams can figure out for themselves

what is the next best thing to do

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References

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Te veel Ad-Hoc (onplanbaar) werk

Lange doorlooptijden (>30 dgn)

Veel externe afhankelijkheden

Lage voorspelbaarheid van doorlooptijden

Veel uitval tijdens proces

Hoge mate van specialisatie. Sterke

behoefte aan kennisdeling

Kanban Board ja ja met "parkeervak" ja met name ook refinement proces ja

Risico categorieen op board via post-it kleur of op board op board

WIP limieten Per persoon per kolom ja, niet op parkeervak per persoon

Operations Review Meeting Maandelijks Maandelijks Maandelijks

Backlog Refinement wekelijks

Demo ja ja ja

Retrospective twee wekelijks maandelijks maandelijks twee wekelijks twee wekelijks twee wekelijks

Daily Stand up ja 1-2 x per week indien gewenst vaker

1-2 x per week indien gewenst vaker ja ja ja

Lead Time / Control Chart Ja Ja

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