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

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1 Scrum and Kanban Processer & IT nord seminar 5v3 Gitte Klitgaard Hansen, IBM

2 Agenda Who am I? My background in scrum and agile Basics of scrum Basics of kanban When do you use scrum and kanban? 2

3 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 3

4 Background in Scrum and agile Find out about XP and agile 2000 Write about XP, knowledge sharing, risk management Discover Scrum 2006 Become Certified scrummaster 2007 Camp Scrum Scrummaster Become Certified Productowner 2009 Agile Coach Play with kanban

5 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 5

6 Scrum basic 3 roles 3 artifacts 3 ceremonier 6

7 Kanban 7

8 Principles of Kanban Start with what you do now Agree to pursue incremental, evolutionary change Respect the current process, roles, responsibilities & titles 8

9 Kan ban Visualize workflow Limit work in progress Measure leadtime Make Process Policies Explicit Improve Collaboratively 9

10 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 10

11 Limit work in progress (WIP) assign explicit limits to how many items may be in progress at each workflow state. 11

12 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. 12

13 Make Process Policies Explicit Creates policie of when an item can leave a workflow state Make policies explicit and preferably visible 13

14 Improve Collaboratively Improve continuously and evolutionary Improve as a team 14

15 Kanban Board 15

16 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) 16

17 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 17

18 Similarities Agile Pull Limit WIP Scrum pr iteration Kanban pr workflow state Inspect and adapt 18

19 Scrumban 19

20 Example of scrumban Extra swimlanes Emergency lane Other stuff Daily scrum Weekly status meeting Todo prioritered before daily scrum Retrospective Demo 20

21 The most important Inspect and adapt THINK!!! 21

22 Questions 22

23 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 23

24 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 24

25 Referencer scrumwiki.org Kontakt for diverse PDF-filer, slides m.v. 25

26 Do or do not There is no try! 26

27 Extra slides 27

28 Global Business Services, GBS 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 28

29 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 29

30 What are the challenges? Simple is not easy Keeping the spirit high Support is necessary Old habits die hard The roles are hard to internalize Giving room to people that find scrum hard A scrumteam is the IT business equivalent to a jam session 30

31 Good stuff It works Always new stuff to learn It motivates Retrospectives Inspect and adapt Celebrate successes More involvement in prioritization, estimation and planning 31

32 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 ) 32

33 PO Product owner Represents the customer Owns the product backlog Prioritizes 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 Scrum master Team 3 artifacts Product backlog Sprint backlog Sprint burndown 3 ceremonies Sprint planning Daily scrum Sprint review 33

34 SM Scrum master 3 roles Product owner Scrum master Team Ensures that the processes of scrum are followed Helps, supports and coaches instead of managing and controlling Removes the team s impediments Servant leader to the team Often a part of the team 3 artifacts Product backlog Sprint backlog Sprint burndown 3 ceremonies Sprint planning Daily scrum Sprint review Impediment backlog Slow workstations Interuptions from sales Not enough test environments No contact with customer To small office Will have a lot of value from sparring (internally) og mentoring (externally) Is scrummaster a fulltime job? Small team Big team Few problems 10% 50% Many problems 50% 100% 34

35 TeamSM 5-9 fulltime people Cross-functional Self-organizing Collocated Shares responsibility Estimates tasks 3 roles Product owner Scrum master Team 3 artifacts Product backlog Sprint backlog Sprint burndown 3 ceremonies Sprint planning Daily scrum Sprint review A scrumteam is the IT business equivalent to a jam session 35

36 Ready to sprint Needs more grooming Product backlog Acceptance criteria (when are we done?) Demo (how do we demonstrate that we are done?) 3 roles Product owner Scrum master Team 3 artifacts Product backlog Sprint backlog Sprint burndown 3 ceremonies Sprint planning Daily scrum Sprint review Ideas and visions Notes (are there any details we need to be aware of?) Estimate (how much time does the team think it will take?) 36

37 Sprintbacklog 3 roles Product owner Scrum master Team 3 artifacts Product backlog Sprint backlog Sprint burndown 3 ceremonies Sprint planning Daily scrum Sprint review Drawing: Henrik Kniberg 37

38 Sprint burndown Answers the important question: Will we reach our goal? Provides guidance for every day 3 roles Product owner Scrum master Team 3 artifacts Product backlog Sprint backlog Sprint burndown 3 ceremonies Sprint planning Daily scrum Sprint review Drawing: Henrik Kniberg 38

39 Sprint planning Sprintbeskrivelse 3 roles Product owner Scrum master Team 3 artifacts Product backlog Sprint backlog Sprint burndown Product Backlog Sprint 15 Backlog 3 ceremonies Sprint planning Daily scrum Sprint review 39

40 Daily scrum 3 roles Product owner Scrum master Team 15 minutes - What did I do yesterday? - What am I doing today? - Is anything blocking my way? 3 artifacts Product backlog Sprint backlog Sprint burndown 3 ceremonies Sprint planning Daily scrum Sprint review 40

41 Sprint demo Sprint review The team demonstrates working code to product owner and stakeholders. Only 100% done tasks are demonstrated (done done) Direct feedback from stakeholders Retrospective Ongoing evaluation Focus is to improve and optimize the process Get problems out in the open 3 roles Product owner Scrum master Team 3 artifacts Product backlog Sprint backlog Sprint burndown 3 ceremonies Sprint planning Daily scrum Sprint review 41

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