Kanban A Lean approach to Agile software development

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Kanban A Lean approach to Agile software development"

Transcription

1 Kanban A Lean approach to Agile software development JFokus January 26, 2010 Henrik Kniberg Agile/Lean coach Board of directors

2 Goals of this tutorial Basic understanding of Kanban Where it came from What problem it tries to solve Underlying Lean principles How it looks like in practice How to get started Henrik Kniberg 2

3 Exercise Flow 3

4 Watch the baton, not the runner! Henrik Kniberg 4

5 Cycle time Cycle time / lead time = The reliable, repeatable time from customer need until that need is satisfied ( time to market) Examples: Time to get my hamburger Time to resolve support request Time to get home from work Time to deliver a feature Item in Your system & resources Item out Not to be confused with Iteration/Sprint length = release frequency / cadence length Henrik Kniberg 5

6 Minimize cycle time Watch the baton! Competitive advantage Detect defects earlier Less time for change to happen Henrik Kniberg 6

7 Problem: Invisible baton Team 1 Team 2 Managers who don t know how to measure what they want settle for wanting what they can measure Russel Ackoff Henrik Kniberg 7

8 Optimizing resource utilization = suboptimizing cycle time Baton in 100% runner utilization => Lose the race Baton out Car in Car out 100% Road utilization => Long time to get home CPU: 100% CPU: 100% <html>... Request in CPU: 100% 100% Server utilization => Long response time Response out Henrik Kniberg 8

9 Queuing theory: Little s law Smaller batch size => faster cycle time Little s law Total Cycle Time = Number of Things in Process Average completion rate 2 liters per second 2 liters per second slow Fast Henrik Kniberg 9

10 Minimize batch size Knowledge is perishable 1 fresh banana per day Monday Tuesday Wednesday Thursday Friday... or 5 rotten bananas per week? Monday Tuesday Wednesday Thursday Friday Henrik Kniberg 10

11 Little s law in action Focusing Short cycle time Total Cycle Time = Number of Things in Process Average completion rate 1 task in progress Task A Task B Task C Timeline Multitasking Long cycle time 3 tasks in progress A 1 A 2 A 3 B 2 B 3 B 1 C 3 C 1 C 2 Henrik Kniberg 11

12 Q: What causes multitasking? A: Optimizing for max resource utilization P T Project A Project B Project C Project D Q1 Q2 Q3 Q4 Henrik Kniberg 12

13 Value stream mapping Game backlog 8 Design-ready games 15 Production-ready games 12 2d Sam 2h 1m Concept pres. 4h 6m Lisa assigns resources 1d Graphics Sound design design Dev 1w 6m 6m 1m 3w 3m (1m+2m) Integr. & deploy 3w 3 m value added time 25 m cycle time = 12% Process cycle efficiency Cross-functional game team 3-4 m cycle time = 6-8x faster Game team (graphics, sound, dev, integrate) 3-4 months Henrik Kniberg 13

14 Optimize the whole I m fast! 6 months We re slow! Joe Dave Lisa Done! 3 months Joe We re alot faster! Dave Lisa I m a bit slower Done! January February March April May June July Henrik Kniberg 14

15 Problem: Invisible baton Team 1 Team 2 Managers who don t know how to measure what they want settle for wanting what they can measure Russel Ackoff Henrik Kniberg 15

16 It s hard to optimize something that you can t see 16

17 First step: Visualize the baton! Team 1 Team 2 Todo Doing Done this week Todo Doing Done this week Avg lead time: 20 days Avg lead time: 3 days Henrik Kniberg 17

18 Kaizen 18

19 Both are empirical Capacity (aka velocity) Lead time (aka cycle time) Quality (defect rate, etc) Predictability (SLA fulfillment, etc) Kanban is HIGHLY configurable Many small teams Few large teams Great! More options! Oh no, more decisions! Low WIP limits High WIP limits Few workflow states Many workflow states Short iterations Long iterations Little planning Lots of planning... etc etc... Henrik Kniberg 19

20 Almost always a good idea Visualize the workflow Limit WIP (work in process) Short feedback loops Focus on quality Cadences Henrik Kniberg 20

21 Exercise Pull 21

22 Limit work to capacity Input: 3 customers / hour Output capacity: 2 customers / hour Henrik Kniberg 22

23 Pull vs Push Assigning tasks = push Taking tasks = pull Push Pull Henrik Kniberg 23

24 Example: Supermarket pull Henrik Kniberg 24

25 Example: Feature pull Henrik Kniberg 25

26 Why feature pull is important Features and functions used in a typical system: Half of the features we build are never used! Never 45% Always 7% Rarely 19% Often 13% Sometimes 16% Source: Standish Group Study Reported at XP2002 by Jim Johnson, Chairman Henrik Kniberg 26

27 Kanban 27

28 Kanban 看 板 Visual Card Signaling system Visual Limited in supply Henrik Kniberg 28

29 Imperial Palace Gardens Henrik Kniberg 29

30 Kanban in your wallet Darn. Forgot to limit. Henrik Kniberg 30

31 Toyota Buyer Supplier Consume Detach Receive Ship Allocate Manufacture The tool used to operate the [Toyota Production] system is kanban. Taiichi Ohno Father of the Toyota Production System Henrik Kniberg 31

32 Kanban in SW development Visualize the workflow Limit WIP (work in progress) Measure & optimize flow Pioneered by David Anderson in 2004 Backlog Dev UAT Deploy Done FLOW Avg lead time: 12 days Henrik Kniberg 32

33 Evolve your own board! Some of these photos courtesy of David Anderson, Mattias Skarin, and various other people Henrik Kniberg 33

34 One day in Kanban land 34

35 One day in Kanban land Henrik Kniberg 35

36 Scenario 1 one piece flow Dev Backlog Next 3 2 Ongoing Done In production :o) G A B C J H M F L I K D E Henrik Kniberg 36

37 Scenario 1 one piece flow Dev Backlog Next 3 2 Ongoing Done In production :o) G F H J L M I K C D E A B Henrik Kniberg 37

38 Scenario 1 one piece flow Dev Backlog Next 3 2 Ongoing Done In production :o) G F H J L M I K C D E B A Henrik Kniberg 38

39 Scenario 1 one piece flow Dev Backlog Next 3 2 Ongoing Done In production :o) G C D B A F J H M L I K E Henrik Kniberg 39

40 Scenario 1 one piece flow. Dev Backlog Next 3 2 Ongoing Done In production :o) G D C B A F J H M L I K E Henrik Kniberg 40

41 Scenario 2 Deployment problem Dev Backlog Next 3 PO 2 Ongoing Done In production :o) G A B C J H M F L I K D E Henrik Kniberg 41

42 Scenario 2 Deployment problem Dev Backlog Next 3 PO 2 Ongoing Done In production :o) G F H J L M I K C D E A B Henrik Kniberg 42

43 Scenario 2 Deployment problem Dev Backlog Next 3 PO 2 Ongoing Done In production :o) G F C D A B J H M L I K E Henrik Kniberg 43

44 Scenario 2 Deployment problem Dev Backlog Next 3 PO 2 Ongoing Done In production :o) G D C B A F J H M L I K E Henrik Kniberg 44

45 Scenario 2 Deployment problem Dev Backlog Next 3 PO 2 Ongoing Done In production :o) G F D C!? A B J H M L I K E Henrik Kniberg 45

46 Scenario 2 Deployment problem Dev Backlog Nexet 3 PO 2 G D Ongoing!? Done A B In production :o) J H M F L I K E C Henrik Kniberg 46

47 Scenario 2 Deployment problem Dev Backlog Next 3 PO 2 Ongoing Done In production :o) G D A B J H M F L I K E C Henrik Kniberg 47

48 Scenario 2 Deployment problem Dev Backlog Next 3 PO 2 Ongoing Done In production :o) G D A B J H M F L I K E C Henrik Kniberg 48

49 Scenario 2 Deployment problem Dev Backlog Next 3 PO 2 Ongoing Done In production :o) G F H J L M I K D E C A B Henrik Kniberg 49

50 Bottlenecks 50

51 Theory of constraints Smooth Flow Goal Reality Strategy 51

52 Theory of constraints All systems have a bottleneck When you fix it, it jumps to somewhere elese. The whole system performs only as well as its bottleneck Ensure you have slack before & after the bottleneck Happens automatically with pull scheduling Use the slack to fix the bottleneck Henrik Kniberg 52

53 How to find your bottleneck Without WIP limits Busy at bottleneck Slack downstream Queue upstream Next Dev Test Integrate Deploy Expensive queue orem ipsum dolor Cheap queue With WIP limits Next 3 Dev 2 Test 2 Integrate Deploy 3 3 Henrik Kniberg 53

54 Knows a bit about many things Goal: T-shaped people Knows a lot about one thing I can test, but I m not so good at it. Lisa Joe Fred Jenny David Erik Team Skills matrix Test DB Web Java Domain CM I m good at Java! I don t know CM at all. But I m willing to learn! Henrik Kniberg 54

55 Kanban allows both specialists & generalists Backlog Design Fold Tape Trim Draw Henrik Kniberg 55

56 Cumulative Flow Diagram (CFD) Day 4 Backlog Dev Test Prod Henrik Kniberg 56

57 Cadence 57

58 Daily standup meeting Source: Visual management blog Henrik Kniberg /04/daily-scrum-against-the-board/

59 Cadence Scrum team Kanban team 1 Plan & commit week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8 Sprint 1 Review (release?) Retrospective Sprint 2 Kanban team 2 week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8 Retrospectives (4w) Planning cadence (2w) Release cadence (1w) Kanban team 3 week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8 Retrospectives (4w) Planning (on demand) Release (on demand) Henrik Kniberg 59

60 Reduce transaction costs Next Dev Test Integrate Deploy Trans cost Trans cost Cost of initializing test environment Cost of restarting server Economies of Scale We need to do big batches because transaction cost is high Economies of Flow (Lean) We need to minimize transaction cost so we can do smaller batches Automate init of test environment Implement hot-reload on server Henrik Kniberg 60

61 Quality 61

62 Quality Defects per unit of valued work Value demand Failure demand Henrik Kniberg 62

63 Lean principle: Stop the Line The build server is your friend! Really! Henrik Kniberg 63

64 Optimizing the WIP limit 64

65 Optimizing the WIP limit To do Doing Done People often idle Too low WIP limit 1 Slow flow (end-to-end) Zzzzzzzzz To do Doing Done Tasks rarely idle Just Right WIP limit 2 Fast flow To do Doing Done Too high WIP limit 5 People sometimes idle (slack) People never idle Slow flow Lack of wall space... Tasks often idle Henrik Kniberg 65

66 Use WIP limits to break vicious cycles Releasing is a Pain Release seldom Releasing is easy Release often Big releases Small releases WIP limits Long cycle time Low quality Short cycle time High quality High WIP Low WIP WIP limits Henrik Kniberg 66

67 Evolution of a Kanban board 67

68 Henrik Kniberg Next Analysis Development Acceptance Prod Ongoing Kanban kick-start example Done sit amet, co sit nse amet, co nse adi pis cing elit nisl Ongoing sit amet, co adi pis cing elit nisl Done Ongoing sit amet, adi pis cing elit nisl Done version orem olor sit amet, co nse adi pis cing elit nisl xxxx kjd orem ipsum dj dolor d xxx Definition of Done: Goal is clear First tasks defined Story split (if necessary) sit amet, nse adi pis cing elit nisl Definition of Done: Code clean & checked in on trunk Integrated & regression tested Running on UAT environment Definition of Done: Customer accepted Ready for production sit adi pis cing elit nisl Feature / story Date when added to board (description) Hard deadline (if applicable) = priority = panic Who is analyzing / testing right now Task / defect (description) (description) Why (description) (description) =task (description) = completed = blocked = who is doing this right now =defect What to pull first Panicfeatures (should be swarmed and kept moving. Interrupt other work and break WIP limits as necessary) Priority features Hard deadline features (only if deadline is at risk) Oldest features

69 Estimation & planning 69

70 Estimating is optional in Kanban Scrum Velocity = Sprint 1 Sprint 2 Sprint 3 Sprint 4 Kanban WIP limit = 3 Long running task Long running task Henrik Kniberg 70

71 Lightweight estimation techniques T-shirt sizing SLA service level agreement S M L S Hours? M Days? L Weeks? Example: SLA is 12 days Can we do this item within 12 days? If yes: just pull it in. If no: reject it, or break it down, or estimate/negotiate Henrik Kniberg 71

72 Example: estimation paradox Estimation is sometimes used to manage a problem that was caused by the estimation itself Prestudies, estimation, resource allocation, approval Develop, test, deploy 8 days work Process 5 months cycle time = 9 % cycle efficiency 5 month cycle time Scared of commitment 2 week cycle time Little fear of commitment Lots of Little or no estimation & estimation & WIP limits prestudy prestudy Henrik Kniberg 72

73 Using Kanban to visualize the problem Henrik Kniberg 73

74 Metrics 74

75 Metrics Cumulative Flow Diagram If we lower WIP limit from 6 to 2 in test we can probably halve the cycle time! WIP (work in progress) Analyze Dev Test Deploy Release capacity (velocity) Last week we released8 things Average capacity during Q1 was 6 story points per week Quality Undecided 25% Value demand 15% Failure demand 60% Item #25 took 7 days Medium-sized MMFs take < 8 days 95% of the time. Cycle time Henrik Kniberg 75

76 Misc patterns & Tips & Tricks 76

77 Process = collection of policies Visible on the board Brief Continuously renegotiated as needed Created on-demand Examples: Definition of Done What to do when WIP limit is exceeded Who decides priorities When do we do planning? Which types of work items to we pull first Service level agreements Henrik Kniberg 77

78 2 tier board with feature swimlanes Henrik Kniberg 78 Source: David Anderson

79 2 tier board-within-board Henrik Kniberg 79 Source: David Anderson

80 Stopping dead projects FLOW Henrik Kniberg 80 Source: Mattias Skarin

81 Manager removing impediments 2 slots on manager s door If both are full, team can add a new one if they remove a less important one Team decides when issue is solved Henrik Kniberg 81 Source: Mattias Skarin

82 Bootstrapping Kanban 82

83 Typical Scrum => Kanban evolution Step 1 Step 2 Step 3 Feature Feature Feature Feature Feature Feature team 1 team 2 team 2 team 1 team 2 team 2 Scrum Scrum Scrum Scrum Scrum Scrum Feature team 1 Feature team 2 Feature team 2 Scrum Scrum Scrum Operations / support team Scrum Operations / support team Kanban Henrik Kniberg 83

84 Example: Kanbanizing a Scrum team Before sprint Sprint After sprint Henrik Kniberg 84

85 Kanban bootstrapping 1. Define your value stream Which part do you intend to control? Where is your input & output? 2. Define work item types 3. Meet with upstream & downstream stakeholders Policies, WIP limits Input coordination Output coordination Target cycle time (SLA service level agreement) 4. Create Kanban board (+ optionally electronic system) 5. Agree on time for daily standup 6. Agree on when to do retrospectives / operations reviews 7. Go! Iteratively improve. Task Henrik Kniberg 85 Bug

86 Wrapup 86

87 Recommendations Visualize existing process first, then optimize. Put the board in the team room Focus on exposing problems Keep the board clean & simple (just like your code...) Don t try to get it perfect from start. Let it evolve. Don t overuse metrics Involve the team & managers & stakeholders Take photos Make policies & agreements explicit. Negotiate. Consider getting a coach for Kanban bootstrapping Henrik Kniberg 87

88 The Lean & Agile toolkit Values & Principles Lean, Agile, Theory of Constraints, Systems Thinking, etc Kanban XP Other lean tools (Value Stream Mapping, Root Cause Analysis, etc) Scrum Henrik Kniberg 88

89 Perfection is a direction, not a place Henrik Kniberg 89

90 Expand your toolkit! Kanban starting points on the web: Certified ScrumMaster & Kanban Feb Kanban Applied Feb 23 Henrik Kniberg & Mattias Skarin Leading Lean Software Development March 4-5 Tom & Mary Poppendieck & Henrik Kniberg Kanban coaching workshop April David Anderson Henrik Kniberg 90

Kanban vs Scrum Making the most of both

Kanban vs Scrum Making the most of both Kanban vs Scrum Making the most of both QCon, San Francisco Nov 18, 2009 Henrik Kniberg Agile/Lean coach @ Crisp, Stockholm http://www.crisp.se/henrik.kniberg Background: developer, manager, entreprenuer

More information

Kanban. Marek Majchrzak, Andrzej Bednarz Wrocław, 07.06.2011

Kanban. Marek Majchrzak, Andrzej Bednarz Wrocław, 07.06.2011 Kanban Marek Majchrzak, Andrzej Bednarz Wrocław, 07.06.2011 Why Kanban? Jim: Now we ve finally gone all-out Scrum! Fred: So how s it going? Jim: Well, it s a lot better than what we had before... Fred:...but?

More information

Kanban vs Scrum Making the most of both

Kanban vs Scrum Making the most of both Kanban vs Scrum Making the most of both JAOO, Aarhus Oct 6, 2009 Henrik Kniberg Agile/Lean coach @ Crisp, Stockholm Board of directors henrik.kniberg@crisp.se +46 70 4925284 Purpose of this presentation

More information

Agile support with Kanban some tips and tricks By Tomas Björkholm

Agile support with Kanban some tips and tricks By Tomas Björkholm Agile support with Kanban some tips and tricks By Tomas Björkholm Foreword A year ago I held an Open Space at Scrum Gathering in Stockholm about Agile Support. I have since received several requests to

More information

What is an Agile Tester?

What is an Agile Tester? Consultant www.crisp.se What is an Agile Tester? Colombo Agile Conf, June 2014 henrik.kniberg@crisp.se @HenrikKniberg Father Agile & Lean coach Author Agile tester mindset 00:22 Case study: Game development

More information

Bootstrapping Scrum Lessons learned helping companies get started

Bootstrapping Scrum Lessons learned helping companies get started Bootstrapping Scrum Henrik Kniberg - Crisp AB Agile coach & Java guy Cofounder / CTO of Goyada (mobile services) 30 developers Lead architect at Ace Interactive (gaming) 20 developers Chief of development

More information

Agile and lean methods for managing application development process

Agile and lean methods for managing application development process Agile and lean methods for managing application development process Hannu Markkanen 24.01.2013 1 Application development lifecycle model To support the planning and management of activities required in

More information

Agile and lean methods for managing application development process

Agile and lean methods for managing application development process Agile and lean methods for managing application development process Hannu Markkanen 27.01.2012 1 Lifecycle model To support the planning and management of activities required in the production of e.g.

More information

Kanban For Software Engineering

Kanban For Software Engineering Kanban For Software Engineering Jaco van der Merwe Electromagnetic Software & Systems (EMSS) 18/8/2010 jvdmerwe@emss.co.za FEKO 1 General Applications of FEKO Antennas Antenna placement Microwave components

More information

10 kanban boards and their context

10 kanban boards and their context 10 kanban boards and their context Hi! I ve visualized a set of kanban boards from operations, development and sales to trigger ideas. But don t forget, a kanban board is a tool to help you think for yourself,

More information

MTAT.03.094 Software Engineering

MTAT.03.094 Software Engineering MTAT.03.094 Software Engineering Lecture 12: Lean & Flow-based (KANBAN) Principles and Processe Fall 2015 Dietmar Pfahl email: dietmar.pfahl@ut.ee Structure of Lecture 12 KANBAN Case Study: Scrum vs. KANBAN

More information

Kanban. A Toyota s manufacturing system for Software Development CERN EUROPEAN ORGANIZATION FOR NUCLEAR RESEARCH. Eloy Reguero Fuentes

Kanban. A Toyota s manufacturing system for Software Development CERN EUROPEAN ORGANIZATION FOR NUCLEAR RESEARCH. Eloy Reguero Fuentes CERN Kanban A Toyota s manufacturing system for Software Development Who am I? Eloy Reguero Fuentes (Noreña - Spain) Computer Science Engineer (Universidad de Oviedo 2007) SoKware Engineer at CERN (2007)

More information

04-10-2009 KANBAN. Mads Troels Hansen. Prosa, October 4 th 2009. 2009 Mads Troels Hansen. October 09, 2009 Mads Troels Hansen

04-10-2009 KANBAN. Mads Troels Hansen. Prosa, October 4 th 2009. 2009 Mads Troels Hansen. October 09, 2009 Mads Troels Hansen KNN Mads Troels Hansen Prosa, October 4 th 2009 2009 Mads Troels Hansen 2 1 Personal Kanban Kanban Lean gile Inspiration and my experience! 3 What I do - today Project ooster Shared Product Vision Iterative

More information

Program & Portfolio! Management using! Kanban! Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE

Program & Portfolio! Management using! Kanban! Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE Program & Portfolio! Management using! Kanban! Introduction and Agenda Tom Wessel, Davisbase Consulting 20 years in software development. Over 7 years working with software development teams, training,

More information

What is meant by the term, Lean Software Development? November 2014

What is meant by the term, Lean Software Development? November 2014 What is meant by the term, Lean Software Development? Scope of this Report November 2014 This report provides a definition of Lean Software Development and explains some key characteristics. It explores

More information

Scrum vs. Kanban vs. Scrumban

Scrum vs. Kanban vs. Scrumban Scrum vs. Kanban vs. Scrumban Prelude As Agile methodologies are becoming more popular, more companies try to adapt them. The most popular of them are Scrum and Kanban while Scrumban is mixed guideline

More information

Executive Guide to SAFe 24 July 2014. An Executive s Guide to the Scaled Agile Framework. alshall@netobjectives.com @AlShalloway

Executive Guide to SAFe 24 July 2014. An Executive s Guide to the Scaled Agile Framework. alshall@netobjectives.com @AlShalloway An Executive s Guide to the Scaled Agile Framework Al Shalloway CEO, Net Objectives Al Shalloway CEO, Founder alshall@netobjectives.com @AlShalloway co-founder of Lean-Systems Society co-founder Lean-Kanban

More information

Kanban vs Scrum. Henrik Kniberg - Crisp AB Agile coach & Java guy. A practical guide. Deep Lean, Stockholm May 19, 2009

Kanban vs Scrum. Henrik Kniberg - Crisp AB Agile coach & Java guy. A practical guide. Deep Lean, Stockholm May 19, 2009 Henrik Kniberg - risp gile coach & Java guy Kanban vs Scrum practical guide eep Lean, Stockholm May 19, 009 ofounder / TO of Goyada (mobile services) 30 developers Lead architect at ce Interactive (gaming)

More information

SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization

SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization Secrets of a Scrum Master: Agile Practices for the Service Desk Donna Knapp Curriculum Development Manager, ITSM Academy

More information

Introduction to Agile and Scrum

Introduction to Agile and Scrum Introduction to Agile and Scrum Matthew Renze @matthewrenze COMS 309 - Software Development Practices Purpose Intro to Agile and Scrum Prepare you for the industry Questions and answers Overview Intro

More information

Lean Agile Scrum Business Value Development and Delivery using Agility. Brenden McGlinchey Software Done Right, Inc. brenden@softwaredoneright.

Lean Agile Scrum Business Value Development and Delivery using Agility. Brenden McGlinchey Software Done Right, Inc. brenden@softwaredoneright. Lean Agile Scrum Business Value Development and Delivery using Agility Brenden McGlinchey Software Done Right, Inc. brenden@softwaredoneright.net High yield software engineering team Active Customer Involvement

More information

VISUAL REQUIREMENTS MANAGEMENT WITH KANBAN. Mahesh Singh Co-founder/ Sr. VP Product, Digite, Inc.

VISUAL REQUIREMENTS MANAGEMENT WITH KANBAN. Mahesh Singh Co-founder/ Sr. VP Product, Digite, Inc. VISUAL REQUIREMENTS MANAGEMENT WITH KANBAN Mahesh Singh Co-founder/ Sr. VP Product, Digite, Inc. Agenda 2 Quick Introduction/ Context How We Were.. ( Traditional Requirements Management, Release Scoping/

More information

Scrum and Kanban 101

Scrum and Kanban 101 Scrum and Kanban 101 www.bebetterleader.com @jfiodorova What are your expectations What are the differences between Agile and Traditional? What do you know about Agile Two approaches to control any process:

More information

A Kanban System for Sustaining Engineering on Software Systems

A Kanban System for Sustaining Engineering on Software Systems A Kanban System for Sustaining Engineering on Software Systems David J Anderson Senior Director Software Engineering Rick Garber Manager Process Engineering Corbis is a Creative Services Company whose

More information

WHY KANBAN? Troy Tuttle. blog.troytuttle.com. twitter.com/troytuttle. linkedin.com/in/troytuttle. Project Lead Consultant, AdventureTech

WHY KANBAN? Troy Tuttle. blog.troytuttle.com. twitter.com/troytuttle. linkedin.com/in/troytuttle. Project Lead Consultant, AdventureTech WHY KANBAN? 1 Troy Tuttle Project Lead Consultant, AdventureTech Troy.Tuttle@adventuretechgroup.com TroyLTuttle@gmail.com blog.troytuttle.com twitter.com/troytuttle linkedin.com/in/troytuttle Motivation

More information

Kanban in a nutshell. Chapter 1. 1.1 Origins and Principles

Kanban in a nutshell. Chapter 1. 1.1 Origins and Principles 1 Chapter 1 Kanban in a nutshell Student: Tiberiu Marian Budău Coordinator: Pascal Bihler Contact: tiberiu.budau@rwth-aachen.de Agile methods and lean approaches have been receiving ever increasing attention

More information

Lean and Agile Development With Scrum (Part 2) Lucio Davide Spano

Lean and Agile Development With Scrum (Part 2) Lucio Davide Spano Lean and Agile Development With Scrum (Part 2) Lucio Davide Spano lucio.davide.spano@isti.cnr.it spano@di.unipi.it 7 May 2012 Dilbert intro Summary Sprint Review Done at the end of the Sprint Not a simple

More information

Enterprise Software Engineering & Software Engineering in the Enterprise. Kanban. Scrum Problems

Enterprise Software Engineering & Software Engineering in the Enterprise. Kanban. Scrum Problems Enterprise Software Engineering & Software Engineering in the Enterprise Kanban 1 Scrum Problems Length of Iterations (% respondents) No Iterations > 8 Weeks 7-8 Weeks 1,4 1,9 1,9 5-6 Weeks 4 Weeks 6,6

More information

Introduction to Software Kanban

Introduction to Software Kanban Introduction to Software Kanban Darian Rashid Agile Trainer & Coach darian@agileethos.com 1 Topics Push vs. Pull Systems Introduction to Lean/Kanban Traditional Wastes in Lean Standard Development Taskboard

More information

Lean Software Development and Kanban

Lean Software Development and Kanban 1 of 7 10.04.2013 21:30 Lean Software Development and Kanban Learning Objectives After completing this topic, you should be able to recognize the seven principles of lean software development identify

More information

Sometimes: 16 % Often: 13 % Always: 7 %

Sometimes: 16 % Often: 13 % Always: 7 % SCRUM AT RIIS A Standish study found that only 20% of features in a typical system were used often or always and 45% of features were never used at all. The ability to embrace change is critical to reducing

More information

Kanban kick- start. By Tomas Björkholm at Crisp, April 2011

Kanban kick- start. By Tomas Björkholm at Crisp, April 2011 Kanban kick- start By Tomas Björkholm at Crisp, April 2011 INTRODUCTION... 1 AN APPROACH TO GET STARTED WITH KANBAN... 2 STEP 1 GET TO KNOW YOUR SYSTEM... 2 STEP 2 IDENTIFY YOUR SOURCES AND PRIORITIZE...

More information

10 ways to screw up with Scrum and XP Welcome! 1.Sit near the front please! 2.Are you using Scrum or XP? If so grab 3 colored ballots from the stage.

10 ways to screw up with Scrum and XP Welcome! 1.Sit near the front please! 2.Are you using Scrum or XP? If so grab 3 colored ballots from the stage. 10 ways to screw up with Scrum and XP Welcome! 1.Sit near the front please! 2.Are you using Scrum or XP? If so grab 3 colored ballots from the stage. 10 ways to screw up with Scrum and XP Henrik Kniberg

More information

David J. Anderson President, Modus Cooperandi, Performance Through Collaboration

David J. Anderson President, Modus Cooperandi, Performance Through Collaboration Kanban Creating a Kaizen Culture and evolving Lean Software Engineering Solutions David J. Anderson President, Modus Cooperandi, Performance Through Collaboration What is a kanban system? Kanban allows

More information

Lean Metrics How to measure and improve the flow of work. Chris Hefley, CEO of LeanKit. November 5 th, 2014

Lean Metrics How to measure and improve the flow of work. Chris Hefley, CEO of LeanKit. November 5 th, 2014 Lean Metrics How to measure and improve the flow of work Chris Hefley, CEO of LeanKit November 5 th, 2014 Introduction to Lean Metrics What metrics should you measure? How to track them? What effect do

More information

agenda AGILE AT SCALE

agenda AGILE AT SCALE Copyright Net Objectives, Inc. All Rights Reserved 1 AGILE AT SCALE 1. THE CHALLENGE HIERARCHY VS. WORKFLOW 2. VALUE STREAM IMPEDANCE 3. ALLOCATE PEOPLE TO MOST VALUABLE WORK 4. MANAGING FLOW ACROSS ENTIRE

More information

Scaling Agile with the Lessons of Lean Product Development Flow Copyright 2012 Net Objectives, Inc. All Rights Reserved

Scaling Agile with the Lessons of Lean Product Development Flow Copyright 2012 Net Objectives, Inc. All Rights Reserved Al Shalloway, CEO Net Objectives Agile Scaling Agile with the Lessons of Lean Product Development Flow Copyright 2012 Net Objectives, Inc. All Rights Reserved 1 Copyright 2012 Net Objectives, Inc. All

More information

CMMI and KANBAN is it possible?

CMMI and KANBAN is it possible? CMMI and KANBAN is it possible? Pedro Castro Henriques Strongstep CEO Alexandrina Lemos Strongstep Senior Consultant About Pedro Castro Henriques Strongstep CEO and Co-Founder Worked in 9 European countries

More information

Secrets of a Scrum Master: Agile Practices for the Service Desk

Secrets of a Scrum Master: Agile Practices for the Service Desk Secrets of a Scrum Master: Agile Practices for the Service Desk #askitsm @ITSMAcademy @ITSM_Lisa @ITSM_Donna ITSM Academy About ITSM Academy NextGen ITSM Education: Certified Process Design Engineer (CPDE)

More information

Global Business Services, GBS. Scrum and Kanban. Processer & IT nord seminar 5v3. Gitte Klitgaard Hansen, IBM

Global Business Services, GBS. Scrum and Kanban. Processer & IT nord seminar 5v3. Gitte Klitgaard Hansen, IBM 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? 2 Who am

More information

Lean and Kanban at Scale Extending Kanban across the portfolio, program and team levels. Al Shalloway, Net Objectives. September 4 th, 2014

Lean and Kanban at Scale Extending Kanban across the portfolio, program and team levels. Al Shalloway, Net Objectives. September 4 th, 2014 Lean and Kanban at Scale Extending Kanban across the portfolio, program and team levels Al Shalloway, Net Objectives September 4 th, 2014 Implementing Kanban at Scale Al Shalloway, CEO & Founder of Net

More information

Agile to the Bone. Introduction to Agile by Pietari Kettunen

Agile to the Bone. Introduction to Agile by Pietari Kettunen Agile to the Bone Introduction to Agile by Pietari Kettunen Agenda Problem with traditional software engineering Why Agile is the solution? Roots of Agile Values of Agile Common implementations Scrum Kanban

More information

Agile Software Development. Stefan Balbo / Patrick Dolemieux

Agile Software Development. Stefan Balbo / Patrick Dolemieux Agile Software Development Stefan Balbo / Patrick Dolemieux Agile Software Development Stefan Balbo / Patrick Dolemieux Content Why go Agile? Introduction to Scrum - Process - Roles Agile Estimating and

More information

Introduction to Agile Software Development Process. Software Development Life Cycles

Introduction to Agile Software Development Process. Software Development Life Cycles Introduction to Agile Software Development Process Presenter: Soontarin W. (Senior Software Process Specialist) Date: 24 November 2010 AGENDA Software Development Life Cycles Waterfall Model Iterative

More information

PLM - Agile. Design Code Test. Sprints 1, 2, 3, 4.. Define requirements, perform system design, develop and test the system. Updated Project Plan

PLM - Agile. Design Code Test. Sprints 1, 2, 3, 4.. Define requirements, perform system design, develop and test the system. Updated Project Plan PLM - Agile Agile Development Evolved in the 1990s as a response to heavyweight methodologies. In 2001 representatives of various new methodologies met to discuss the need for lighter alternatives. The

More information

Role of the Business Analyst in an Agile Project

Role of the Business Analyst in an Agile Project Role of the Business Analyst in an Agile Project Agenda 1: Introduction to Agile 2: Focus on Agile Principles 3: Business Analysis and the agile process 4: Addressing challenges 5: Close off and recap

More information

An Introduction to Continuous Delivery

An Introduction to Continuous Delivery An Introduction to Continuous Delivery rolf russell continuous delivery practice lead 2011 All rights reserved. conan the deployer getting it in front of users quickly http://code.flickr.com small feature

More information

Lean Software Development

Lean Software Development Lean Software Development Alexandre Boutin Responsable Stratégie International Développement Logiciel chez Yahoo Scrum Master & Practitioner Certifié Coach Agile Blog : www.agilex.fr Président du Club

More information

Achieving High Maturity and Agility using Kanban. SEPG North America. David J. Anderson. San Jose March

Achieving High Maturity and Agility using Kanban. SEPG North America. David J. Anderson. San Jose March David J. Anderson SEPG North America San Jose March 2009 Achieving High Maturity and Agility using Kanban dja@agilemanagement.net A high maturity culture is described in GG5 Optimizing the processes that

More information

The Agile Project Manager

The Agile Project Manager The Agile Project Manager PMI Madrid, 29/1/2014 1 Jose Barato Consulting, Training and Tools in Project Management PMPeople (Managing Director) PMI Madrid Chapter (Director) PM-IB (founder, Vice-President)

More information

Scrum Guidelines. v.2 2011 W W W. S C R U M D E S K. C O M

Scrum Guidelines. v.2 2011 W W W. S C R U M D E S K. C O M Scrum Guidelines v.2 2011 W W W. S C R U M D E S K. C O M WHY Agile Ceremonies Agile project is developed in repeatable ceremonies that give rhythm to delivery. Product Strategy Once per year Release Planning

More information

Kanban: A Process Tool. John Heintz, Gist Labs john@gistlabs.com http://gistlabs.com/john

Kanban: A Process Tool. John Heintz, Gist Labs john@gistlabs.com http://gistlabs.com/john Kanban: A Process Tool John Heintz, Gist Labs john@gistlabs.com http://gistlabs.com/john John Heintz, Gist Labs Gist Labs is essential innovation Essential Process: Agile/Lean/Kanban Essential Technology:

More information

Continuous Delivery. Anatomy of the Deployment Pipeline (Free Chapter) by Jez Humble and David Farley

Continuous Delivery. Anatomy of the Deployment Pipeline (Free Chapter) by Jez Humble and David Farley Continuous Delivery Anatomy of the Deployment Pipeline (Free Chapter) by Jez Humble and David Farley Copyright 2011 ThoughtWorks Inc. All rights reserved www.thoughtworks-studios.com Introduction Continuous

More information

An Introduction to Kanban for Scrum Users. Stephen Forte Chief Strategy Officer, Telerik @worksonmypc Stevef.hk@gmail.com

An Introduction to Kanban for Scrum Users. Stephen Forte Chief Strategy Officer, Telerik @worksonmypc Stevef.hk@gmail.com An Introduction to Kanban for Scrum Users Stephen Forte Chief Strategy Officer, Telerik @worksonmypc Stevef.hk@gmail.com 1 About the Speaker Chief Strategy Officer of Telerik Board Member of the Scrum

More information

LEAN AGILE POCKET GUIDE

LEAN AGILE POCKET GUIDE SATORI CONSULTING LEAN AGILE POCKET GUIDE Software Product Development Methodology Reference Guide PURPOSE This pocket guide serves as a reference to a family of lean agile software development methodologies

More information

4/4/2013. Copyright 2013, Robert Ward

4/4/2013. Copyright 2013, Robert Ward Challenges In Scaling Scrum Robert Ward 3 April 2013 The Agile Manifesto In Context The Manifesto is mostly heuristics, not mandates and not first principles. It aimed to legitimize resistance to conventional

More information

The only person who likes change is a baby with a wet diaper. Mark Twain. Charan CA Atreya

The only person who likes change is a baby with a wet diaper. Mark Twain. Charan CA Atreya The only person who likes change is a baby with a wet diaper. Mark Twain Charan CA Atreya November - Evolutionary adoption of agile principles in traditional organizations First introduce Kanban and get

More information

Modern Risk Management with Kanban

Modern Risk Management with Kanban Modern Risk Management with Kanban Eric Green eric@zenkata.io @zenagilist Keep Austin Agile - March 21, 2014 What do we mean by the term modern? mod ern adjective : based on or using the newest information,

More information

FREE ONLINE EDITION. If you like the book, please support the authors and InfoQ by. purchasing the printed book:

FREE ONLINE EDITION. If you like the book, please support the authors and InfoQ by. purchasing the printed book: FREE ONLINE EDITION If you like the book, please support the authors and InfoQ by purchasing the printed book: http://www.lulu.com/content/7731694 (only $22.95) Brought to you Courtesy of This book is

More information

Measuring ROI of Agile Transformation

Measuring ROI of Agile Transformation Measuring ROI of Agile Transformation Title of the Paper: Measuring Return on Investment (ROI) of Agile Transformation Theme: Strategic & Innovative Practices Portfolio, Programs & Project (PPP) Management

More information

Kanban what is it and why should I care?

Kanban what is it and why should I care? Kanban what is it and why should I care? Abstract Landon Reese Kathy Iberle Kanban is gaining popularity in the software development world. It deserves to be considered as a means to manage software development.

More information

USAGE OF KANBAN METHODOLOGY AT SOFTWARE DEVELOPMENT TEAMS

USAGE OF KANBAN METHODOLOGY AT SOFTWARE DEVELOPMENT TEAMS Journal of Applied Economics and Business USAGE OF KANBAN METHODOLOGY AT SOFTWARE DEVELOPMENT TEAMS Nevenka Kirovska 1, Saso Koceski 2 Faculty of Computer Science, University Goce Delchev, Stip, Macedonia

More information

Getting Started with Kanban Paul Klipp

Getting Started with Kanban Paul Klipp Getting Started with Kanban Paul Klipp kanbanery 2 Contents 3/ Getting Started with Kanban 4/ What is Kanban? 7/ Using Kanban Does kanban apply to me? How can it help me? What will I have to change? 10/

More information

The Agile Manifesto is based on 12 principles:

The Agile Manifesto is based on 12 principles: The Agile Manifesto is based on 12 principles: Customer satisfaction by rapid delivery of a useful product solution Welcome changing requirements, even late in development Working products are delivered

More information

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series Overview This is a 15-day live facilitator-led or virtual workshop is designed to prompt your entire team to work efficiently with Microsoft s Application Lifecycle Management solution based around Visual

More information

A Kanban System for Software Engineering

A Kanban System for Software Engineering Training Curriculum A Kanban System for Software Engineering 2 Day Class Curriculum David J. Anderson & Associates Inc. 8329 21 st Ave NW, Seattle, WA 98117 email: dja@djandersonassociates.com What you

More information

Software Engineering Process Economy & Quality

Software Engineering Process Economy & Quality Project delivery: Progress report Software Engineering Process Economy & Quality ETSF 01 http://cs.lth.se/etsf01 The SPA reports you RECEIVED Your actions on received feedback Excel format preferred Lecture

More information

Using a Lean and Kanban Approach in Agile Development. Jeff Patton AgileProductDesign.com jpatton@acm.org

Using a Lean and Kanban Approach in Agile Development. Jeff Patton AgileProductDesign.com jpatton@acm.org Using a Lean and Kanban Approach in Agile Development Jeff Patton AgileProductDesign.com jpatton@acm.org In this short talk we ll cover: 1. What is a Kanban System and how does it apply to software development?

More information

Rally ALM & Agile Roadshow. Hila Lahav Rice Agile Coach AT&T Tel-Aviv

Rally ALM & Agile Roadshow. Hila Lahav Rice Agile Coach AT&T Tel-Aviv Rally ALM & Agile Roadshow Hila Lahav Rice Agile Coach AT&T Tel-Aviv Agenda Our process Rally s Project tree Product hierarchy How do we plan a release How do we track a release How do we track a sprint

More information

www.testing-solutions.com TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes

www.testing-solutions.com TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes www. TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes What is Agile Development? There are various opinions on what defines agile development, but most would

More information

Scrum. The Essence. Tobias Mayer, http://agilethinking.net. Sonntag, 19. Februar 12

Scrum. The Essence. Tobias Mayer, http://agilethinking.net. Sonntag, 19. Februar 12 Scrum The Essence What is Scrum? Scrum is a framework that allows you to create your own lightweight process for developing new products. Scrum is simple. It can be understood and implemented in a few

More information

Agile Metrics. It s Not All That Complicated

Agile Metrics. It s Not All That Complicated Agile Metrics It s Not All That Complicated Welcome About your Trainer, Katia Sullivan VersionOne Product Trainer and Agile Coach Certified Scrum Master Certified Scrum Product Owner Led teams/org s to

More information

Agile Testing and the Role of the Agile Tester

Agile Testing and the Role of the Agile Tester Agile Testing and the Role of the Agile Tester Declan Whelan dwhelan@dpwhelan.com This presentation is licensed under a Creative Commons Attribution 2.5 License, which means you can share and adapt it,

More information

WHITE PAPER. Assessing Kanban fitment in the Fluid and Fast-paced World of Software Development

WHITE PAPER. Assessing Kanban fitment in the Fluid and Fast-paced World of Software Development WHITE PAPER Assessing Kanban fitment in the Fluid and Fast-paced World of Software Development - Vikram Abrol, Ketan Shah. Operating in a business environment governed by speed and agility, IT companies

More information

How to manage agile development? Rose Pruyne Jack Reed

How to manage agile development? Rose Pruyne Jack Reed How to manage agile development? Rose Pruyne Jack Reed What will we cover? Introductions Overview and principles User story exercise Retrospective exercise Getting started Q&A About me: Jack Reed Geospatial

More information

Applying Lean on Agile Scrum Development Methodology

Applying Lean on Agile Scrum Development Methodology ISSN:2320-0790 Applying Lean on Agile Scrum Development Methodology SurendRaj Dharmapal, Dr. K. Thirunadana Sikamani Department of Computer Science, St. Peter University St. Peter s College of Engineering

More information

Implementing Continuous Improvement in product development

Implementing Continuous Improvement in product development Swiss Society of Systems Engineering Implementing Continuous Improvement in product development Blaise Rey-Mermet, EVOCEAN GmbH Copyright 2013 EVOCEAN GmbH. Bio Blaise Rey-Mermet Dipl. Natw. ETHZ, Master

More information

Agile Notetaker & Scrum Reference. Designed by Axosoft, the creators of OnTime the #1 selling scrum software.

Agile Notetaker & Scrum Reference. Designed by Axosoft, the creators of OnTime the #1 selling scrum software. Agile Notetaker & Scrum Reference Designed by Axosoft, the creators of OnTime the #1 selling scrum software. Scrum Diagram: Team Roles: roduct Owner: Is responsible for what goes into the product backlog

More information

Applying Agile Project Management to a Customized Moodle Implementation

Applying Agile Project Management to a Customized Moodle Implementation Applying Agile Project Management to a Customized Moodle Implementation November 6, 2013 Presented by: Curtis Fornadley, PMP UCLA CCLE Coordinator Applying Agile Project Management to a Customized Moodle

More information

Yes We Kanban! Introducing an Agile Methodology to Manage Your Team

Yes We Kanban! Introducing an Agile Methodology to Manage Your Team 1 Yes We Kanban! Introducing an Agile Methodology to Manage Your Team Bryan Morris, P.Eng., Verilab, bryan.morris@verilab.com Abstract This paper describes how a management technique known as Kanban can

More information

An Investigation of Approaches to Set Up a Kanban Board, and of Tools to Manage it

An Investigation of Approaches to Set Up a Kanban Board, and of Tools to Manage it An Investigation of Approaches to Set Up a Kanban Board, and of Tools to Manage it ERIKA CORONA, FILIPPO EROS PANI Department of Electric and Electronic Engineering, Agile Group University of Cagliari

More information

XP 2015 Presenter-Nirnaya Tripathi Date 27.05.2015

XP 2015 Presenter-Nirnaya Tripathi Date 27.05.2015 Scaling Kanban for software development in a multisite organization: Challenges and Potential Solution Nirnaya Tripathi, Pilar Rodríguez, Muhammad Ovais Ahmad, Markku Oivo XP 2015 Presenter-Nirnaya Tripathi

More information

Getting to Done The Secret Sauce of High Performing Teams

Getting to Done The Secret Sauce of High Performing Teams Getting to Done The Secret Sauce of High Performing Teams Hosts: JJ Sutherland Jeff Sutherland Coauthors: 2011 Scrum Inc. Who We Are Scrum Inc. is the Agile leadership company of Dr. Jeff Sutherland, co-creator

More information

Would you like to have a process that unlocks ability to learn and produce faster?

Would you like to have a process that unlocks ability to learn and produce faster? Would you like to have a process that unlocks ability to learn and produce faster? Agile - your unfair advantage in the competition. BUILD LEARN MEASURE DEFINED MEASURABLE REPEATABLE COLLABORATIVE IMPROVABLE

More information

MM Agile: SCRUM + Automotive SPICE. Electronics Infotainment & Telematics

MM Agile: SCRUM + Automotive SPICE. Electronics Infotainment & Telematics MM Agile: SCRUM + Automotive SPICE Electronics Infotainment & Telematics 20 Novembre, 2010 INDEX Introduction Why MM Agile Approach? How did we align classical and agile approach? How do we implement SCRUM?

More information

Agile & Lean @ MediaGeniX

Agile & Lean @ MediaGeniX Agile & Lean @ MediaGeniX Marija Janovska Maïkel Vandorpe marija.janovska@mediagenix.tv maikel.vandorpe@mediagenix.tv Contents» Introducing MediaGeniX» Agile development XP SCRUM Kanban Lean Thinking»

More information

Agile Project Management

Agile Project Management Agile Project Management Projekt-Kick-Off-Tage Hochschule Augsburg Martin Wagner, 15. März 2011 TNG Technology Consulting GmbH, http://www.tngtech.com Agile project management with Scrum Agenda Software

More information

VALUE STREAM MAPPING FOR SOFTWARE DEVELOPMENT PROCESS. Ganesh S Thummala. A Research Paper. Submitted in Partial Fulfillment of the

VALUE STREAM MAPPING FOR SOFTWARE DEVELOPMENT PROCESS. Ganesh S Thummala. A Research Paper. Submitted in Partial Fulfillment of the VALUE STREAM MAPPING FOR SOFTWARE DEVELOPMENT PROCESS by Ganesh S Thummala A Research Paper Submitted in Partial Fulfillment of the Requirements for the Master of Science Degree In Management Technology

More information

AGILE & SCRUM. Revised 9/29/2015

AGILE & SCRUM. Revised 9/29/2015 AGILE & SCRUM Revised 9/29/2015 This Page Intentionally Left Blank Table of Contents Scrum Fundamentals Certified Course... 1 Scrum Developer Certified (SDC)... 2 Scrum Master Certified (SMC)... 3 Scrum

More information

How NOT to Do Scrum. Patterns and Anti-patterns. Revised July 2013. First presented at New York City Scrum User Group June 17, 2010

How NOT to Do Scrum. Patterns and Anti-patterns. Revised July 2013. First presented at New York City Scrum User Group June 17, 2010 How NOT to Do Scrum Patterns and Anti-patterns Revised July 2013 First presented at New York City Scrum User Group June 17, 2010 V 2.2 2010, 2013 Qualytic Consulting What this is about Patterns Practices

More information

Software Engineering I (02161)

Software Engineering I (02161) Software Engineering I (02161) Week 8 Assoc. Prof. Hubert Baumeister DTU Compute Technical University of Denmark Spring 2015 Last Week State machines Layered Architecture: GUI Layered Architecture: Persistency

More information

The Basics of Scrum An introduction to the framework

The Basics of Scrum An introduction to the framework The Basics of Scrum An introduction to the framework Introduction Scrum, the most widely practiced Agile process, has been successfully used in software development for the last 20 years. While Scrum has

More information

Utilisation v Productivity who gets the gold medal? Margaret Morgan Helen Meek

Utilisation v Productivity who gets the gold medal? Margaret Morgan Helen Meek Utilisation v Productivity who gets the gold medal? Margaret Morgan Helen Meek About us Margaret Morgan Helen Meek Very experienced (over 25 years!) IT practitioner across all aspects of the systems lifecycle

More information

SCALING AGILE. minutes

SCALING AGILE. minutes SCALING AGILE in 5 minutes THREE AGILE COMPANIES Basement Apps Ltd is having unexpected success with a social media app for musicians. Software Supply Ltd needs more diverse development teams as the company

More information

Agile Training Portfolio

Agile Training Portfolio Agile Training Portfolio Why agile? The question can also be: Why learn fast? Why adapt to new experiences and learnings quickly and easily? Well, the Dodo was not very agile and we all know how that ended.

More information

SECC Agile Foundation Certificate Examination Handbook

SECC Agile Foundation Certificate Examination Handbook Versions 2.0 Version Date Remarks 1.0 12/4/2012 Initial version 2.0 3/8/2008 REVISION HISTORY Updated knowledge areas Added questions examples Updated suggested readings section Page 2 of 15 Version 2.0

More information

Lean from the Trenches Managing Large-Scale Projects with Kanban

Lean from the Trenches Managing Large-Scale Projects with Kanban Lean from the Trenches Managing Large-Scale Projects with Kanban Henrik Kniberg; The Pragmatic Programmers, LLC, 2011, 157 pages ISBN 978-1-934356-85-2 Book report Jim McDonough, April 27, 2012 Review

More information

Kanban for Software Engineering

Kanban for Software Engineering Kanban for Software Engineering David Joyce David.Joyce@bbc.com 1 What I m Presenting Kanban Lean Software Engineering Features and ROI Ideation Pipeline Metrics Beyond Scrum Q&A 2 [3] Kanban Rather than

More information

Leading ITSM from Scrum to Kanban

Leading ITSM from Scrum to Kanban Leading ITSM from Scrum to Kanban Ian Jones Agenda The 3 year journey with Agile Scrum Introduction to Lean Kanban The required changes Lessons Learnt Recommendations https://www.flickr.com/photos/wwward0

More information

Scrum: A disciplined approach to product quality and project success.

Scrum: A disciplined approach to product quality and project success. Scrum: A disciplined approach to product quality and project success. CQAA February 23, 2011 Patricia Rotman Introductions Copyright 2011-2 Alternate Titles Considered Scrum: Just do it! Scrum: It only

More information