Income Sources :: Books :: Lean, Agile, Kanban, Scrum

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Income Sources :: Books :: Lean, Agile, Kanban, Scrum

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• Income Sources :: Books

Research

• Software Engineering :: Agile

Alternative Names

• ...

About

• By Wil Moore III
• published by showerthought publishing

Inspiration

• ...

Table of Contents

• Acknowledgements
• Introduction
• Chapter 1 :: ...

Acknowledgements

Introduction

...

Chapter 1

Kanban uses five core concepts to drive teams toward their goal.

1. Visualize Workflow
2. Limit Work-In-Progress
3. Measure and Manage Flow
4. Make Process Policies Explicit
5. Use Models to Recognize Improvement Opportunities

Kanban can be used on top of scrum sprints.

Problems Teams Need To Solve

• Too much work-in-progress
  • An item gets stuck, but other go on finishing tasks and picking up new work.
• Developers tend to believe that it's more important to be individually productive than to protect the agility of the team. This can be further exaserbated by overly eager managers focusing on and pushing for agressive individual contribution over teams delivering; which is ultimately the goal, but managers tend to lose sight and get obsessive over individual metrics.
  • It is imperative that the team follow the limit work-in-progress rule.

Continuous Flow

Kanban's continuous flow system means that we are less interested in reporting on whether a project is "on-time" or whether a specific plan is being followed.

What's important is to show that the kanban system is predictable and is operating as designed. That the organization exhibits busines agility, that there is a focus on flow, and that ther is a clear development of continous improvement.

Metrics

Must be reviewed regularly & used to make decisions

• Lead and cycle time
• Throughput
• Flow Efficiency
• Failure Load
• Issues
• Blocked Work Items
• Cumulative Flow Diagram

Process Policies

Creating transparency around workflow

• Make process policies explicit
• Creates alignment across teams and department and actually following them.
• Document Process
• Following Process (as agreed)
• Must be in alignment across teams

Recognize Improvement Opportunities

• Retrospectives
• KAI ZEN = Continuous Improvment (Japanese)

Facilitator

• Kanban = Agile Coach
• Scrum = Scrum Master

Scrum Board

2-week sprint

TODO | BUILD | TEST | DONE

• Great for teams that are completing a delierable
• Fixed-Length development timeframe
• Frequent check-ins, communications and ceremonies

Kanban Board

Great for managing a continuous flow of work. Less formal structure than scrum

• No Two-week sprint as kanban is a continuous process.
• No sprint-backlog
• WIP limits (the lower the better)
  • 1-4 items

Events

• stand-up
• retrospectives
• demo