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Scrum sucks! Kanban Rules!

Scrum sucks! Kanban Rules!. Mark Gibaud #londonagile. Kanban basic concepts. “Kanban” = Visual Card Developed by Taiichi Ohno in the TPS. Kanban in the real world. Starbucks. Why care about kanban?. Improved quality of features Faster turnaround of features

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Scrum sucks! Kanban Rules!

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  1. Scrum sucks! Kanban Rules! • Mark Gibaud • #londonagile

  2. Kanban basic concepts • “Kanban” = Visual Card • Developed by Taiichi Ohno in the TPS

  3. Kanban in the real world • Starbucks

  4. Why care about kanban? • Improved quality of features • Faster turnaround of features • Reduces waste (context switching, delays, etc)

  5. 2 Basic Rules • Visualize your work • Limit your work-in-progress - encourages flow

  6. Little’s Law • Little’s Law (queuing theory): • L = λW. • Length of a queue = arrival rate * average wait time • OR Wait time = length of queue / arrival rate • OR Cycle time = WIP / Throughput

  7. Capacity utilization

  8. Example Kanban Board [REDACTED]

  9. Engineering practices • Branch-by-feature • Subversion vs DVCS • Continuous Deployment / DevOps / Frequent Releases • One-click deploy

  10. Scrum metrics • Points - nobody outside dev understands • Velocity - unwieldy and subject to ambiguous fluctuation • Project-level estimation mechanism?

  11. Kanban metrics • Cycle time • Duration an item of work gets through the system • Throughput • How many items get done in x weeks

  12. Scenario 1: Scrum • Developer raises that feature will not be done by Friday, but by Monday • Pressure to get it done => loss of quality • Pressure to delay release => difficult conversations • Pressure not to disappoint customers

  13. Scenario 1: Kanban • Developer raises that feature will not be done by Friday, but by Monday • Fine, I’ll let customers know it’ll be released Monday and not Friday • No quality loss, developer pressure, customer hate

  14. Scenario 2: Scrum • ‘Critical’ bug reported after a release • Argument: Is it REALLY critical? • Patching: ceremony!! • Reputational loss with patching • Interrupts ‘normal’ workflow • If normal bug, gets prioritized against all other backlog items, loses, stays in the product.

  15. Scenario 2: Kanban • ‘Critical’ bug reported after a release • Fix it. Ship it. Usually in less than a day. • Who cares how critical it is? • Who cares what opportunity cost there is? • Doesn’t interrupt ‘normal’ workflow • Customers impressed by response time?

  16. Advantages of Kanban • Simple, understandable metrics • Scales • Non-intrusive, evolutionary • Focus on quality, not deadlines • Metrics that a PMO (and customer) understands • Includes all functions

  17. Kanban scales

  18. Kanban PMO [REDACTED]

  19. Disadvantages • Counter-intuitive practices/foundations? eg. Little’s Law • Fully enabled only by advanced engineering practices • Doesn’t encourage collaboration as well as Scrum • Rely on maturity of team for collaboration

  20. More information • @markgibaud • Google! • VersionOne Whitepaper • NetObjectives Whitepaper • “Demystifying Kanban”

  21. Consider this • A lot of the people using Kanban today, were the people using Scrum 5/10 years ago • Dan North: “Scrum is training wheels” • Songkick, 7Digital

  22. Questions?

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