DOCSLIB.ORG

Let's Do the Kanban

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Let's Do the Kanban Let’s Do the Kanban Presented by: Linda Westfall Copyright © 1999-2021 Westfall Team, Inc. All Rights Reserved. Logistics • Attendees are on mute • Type your comments & questions into the Question area – Linda will answer questions during & at the end of the webinar Logistics • You will receive an email tomorrow: • Which is verification of attendance for RUs, PUs, etc. • Telling you how to access the recording – please feel free to share this recording with your colleagues The Questions? What is Kanban? How do we Create a Kanban Board? What is a WIP Limit? How does a Team use Kanban to Track Flow? What Is Kanban? Kan: Visual ban: Card or board Kanban: Sign, signboard, signal card, billboard, token Origins of Kanban? Origins in Lean – Toyota Production System as a tool to help enable just-in-time delivery process. • Based on the Lean mindset • Uses Kanban boards to visualize: • Work items & their status • Work flow Kanban system: A system that uses tokens as a mechanism for managing the flow of the process. [Stuart-17] Benefits of Kanban Benefits of Kanban include: • Kanban focuses on optimizing quality & continuous improvement • Kanban manages process flow, rather than time-boxes, with a step towards continuous delivery • Kanban limits work-in-process (WIP) • Kanban is a pull system Benefits of Kanban • Kanban drives the reductions of waste • Minimizes wait time • Matches supply with demand • Kanban highlights team performance • Kanban emphasizes metrics & measurement Kanban Core Practices The core practices of Kanban include: • Visualize workflow • Limit work-in-process (WIP) • Make process policies explicit • Manage flow • Implement feedback loops • Improve collaboratively & evolve experimentally Creating a Kanban Board – 1st Example Design Implement Test A Kanban board Backlog Ready UAT Complete can be used to Doing Done Doing Done Doing Done visualize workflow. Start with existing process. Software Development Example. Creating a Kanban Board – 2nd Example CCB Debug Correct Test Backlog Ready UAT Complete Problem Report Doing Done Doing Done Doing Done Doing Done Correction Example. Limit Work-In-Process (WIP) Ready Design (3) Implement (5) Test (3) UAT WIP limits are Backlog Complete established (4) Doing Done Doing Done Doing Done (1) based on capacity of the people doing the work. Make Process Policies Explicit What does it Ready Design (3) Implement (5) Test (3) UAT Backlog Complete mean to be done (4) Doing Done Doing DoneDone Test:Doing Done (1) • Test Coverage = 100% with each process step? • Executed > 95% • Passed > 95% • No critical defects • Any major defects have work-arounds Documented in or near the Kanban board. Process Policies (exit criteria) Start of Project A Kanban board can be used to visualize workflow. At the start of Ready Design (3) Implement (5) Test (3) UAT Backlog Complete the project (4) Doing Done Doing Done Doing Done (1) everything is in the Backlog. During the Backlog Refinement Meeting – Work items are pulled Process Policies (exit criteria) into Ready until WIP limit is reached. Start of Project Those work items Ready Design (3) Implement (5) Test (3) UAT can move on Backlog Complete (4) Doing Done Doing Done Doing Done (1) into Design Doing until WIP is reached. Other work items are added to the Product Backlog in priority order as Process Policies (exit criteria) they emerge. Managing Flow Through Ongoing Development As work items Ready Design (3) Implement (5) Test (3) UAT finish design Backlog Complete (4) Doing Done Doing Done Doing Done (1) they are moved to Design Done & the next Ready work items are pulled to Design Ready. Process Policies (exit criteria) Managing Flow Through Ongoing Development And since the Ready Design (3) Implement (5) Test (3) UAT Implement WIP Backlog Complete (4) Doing Done Doing Done Doing Done (1) limit has not been reached the Done Design work item can be pulled into Implementation. Process Policies (exit criteria) Managing Flow Through Ongoing Development When work items Ready Design (3) Implement (5) Test (3) UAT in the Ready Backlog Complete (4) Doing Done Doing Done Doing Done (1) column gets low enough, another Backlog Refinement Meeting is held to fill it back up. Process Policies (exit criteria) Managing Flow Through Ongoing Development And so on ... Ready Design (3) Implement (5) Test (3) UAT Backlog Complete (4) Doing Done Doing Done Doing Done (1) Process Policies (exit criteria) Remember – Kanban Uses a Pull System Work items can Ready Design (3) Implement (5) Test (3) UAT only be pulled Backlog Complete (4) Doing Done Doing Done Doing Done (1) into an empty slot based on WIP limits. Process Policies (e xit criteria) Kanban Uses a Pull System Work items can Ready Design (3) Implement (5) Test (3) UAT only be pulled Backlog Complete (4) Doing Done Doing Done Doing Done (1) into an empty slot based on WIP limits. Process Policies (e xit criteria) Answering the Questions? What is Kanban? How do we Create a Kanban Board? What is a WIP Limit? How does a Team use Kanban to Track Flow? Questions? Upcoming Webinar from the Software Excellence Academy April 2021 topic: Agile Methods and Frameworks • 4/28/2021 – Incorporating the Software Quality Process in DevOps presented by Charles D. Carson May 3021 topic: Software Audits • 5/5/2021 – Audit Roles & Responsibilities presented by Linda Westfall • 5/12/2021 – How to Implement Different Audit Strategies presented by Linda Westfall • 5/19/2021 – TBD Webinar recordings: https://westfallteam.mykajabi.com/webinars Contact Information email: [email protected] phone: 972-867-1172 Westfall Team, Inc.: westfallteam.com Software Excellence Academy: https://westfallteam.mykajabi.com.
Load more

Recommended publications
  • ASSESSING KANBAN FITMENT in the FLUID and FAST-PACED WORLD of SOFTWARE DEVELOPMENT - Vikram Abrol, Ketan Shah
    WHITE PAPER ASSESSING KANBAN FITMENT IN THE FLUID AND FAST-PACED WORLD OF SOFTWARE DEVELOPMENT - Vikram Abrol, Ketan Shah. Abstract Operating in a business environment governed by speed and agility, IT companies are under constant and immense pressure to reduce time-to-market and enhance product quality. The birth of the Agile approach and models like Scrum owe their existence to this need driving managers to find better solutions. Looking to achieve a faster and more efficient software development cycle (SDC), IT companies have adopted certain methodologies, such as the Lean approach, from the manufacturing industry – another business where speed and efficiency hold the key to profitability. The concept of Kanban also originated in the manufacturing space and has filtered into the IT industry several years ago as an effective approach to manage SDC. The terminology related to Kanban in manufacturing context comes mostly from Toyota Motor Corporation in Japan where the system was invented. The Japanese term Kanban literally means a visual card or a signboard. Hence the Kanban system of work management essentially focuses on visualizing the workflow in order to reduce constraints and minimize the work-in- progress (WIP). External Document © 2018 Infosys Limited External Document © 2018 Infosys Limited Kanban in the context of software development The term Kanban can take on different A Japanese word for visual sign or nuances in the contexts of manufacturing billboard process and IT software development. Toyota production line staff used a Kanban A Learn system to – an actual card – as an inventory control control production cue in their manufacturing process and based on demand - inspired by implemented Just in Time (JIT) production What Toyota methodology to reduce idle inventory is Kanban and WIP stretches.
    [Show full text]
  • Lean Thinking in Software Development: Impacts of Kanban on Projects
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Helsingin yliopiston digitaalinen arkisto Department of Computer Science Series of Publications A Report A-2011-4 Lean Thinking in Software Development: Impacts of Kanban on Projects Marko Ikonen To be presented, with the permission of the Faculty of Science of the University of Helsinki, for public criticism in Auditorium XII, University Main Building, on 19th December 2011, at noon. University of Helsinki Finland Supervisors Professor Pekka Abrahamsson (University of Helsinki, Finland) Professor Jukka Paakki (University of Helsinki, Finland) Pre-examiners Professor Giancarlo Succi (Free University of Bolzano-Bozen, Italy) Professor Juan Garbajosa (Technical University of Madrid, Spain) Opponent Professor Markku Oivo (University of Oulu, Finland) Custos Professor Pekka Abrahamsson (University of Helsinki, Finland) Contact information Department of Computer Science P.O. Box 68 (Gustaf H¨allstr¨omin katu 2b) FI-00014 University of Helsinki Finland Email address: [email protected].fi URL: http://www.cs.Helsinki.fi/ Telephone: +358 9 1911, telefax: +358 9 191 51120 Copyright c 2011 Marko Ikonen ISSN 1238-8645 ISBN 978-952-10-7409-7 (paperback) ISBN 978-952-10-7410-3 (PDF) Computing Reviews (1998) Classification: D.2.9, K.6.3 Helsinki 2011 Unigrafia Lean Thinking in Software Development: Impacts of Kanban on Projects Marko Ikonen Department of Computer Science P.O. Box 68, FI-00014 University of Helsinki, Finland [email protected].fi http://www.cs.helsinki.fi/u/mjikonen/ PhD Thesis, Series of Publications A, Report A-2011-4 Helsinki, December 2011, 104+90 pages ISSN 1238-8645 ISBN 978-952-10-7409-7 (paperback) ISBN 978-952-10-7410-3 (PDF) Abstract The history of software development in a somewhat systematical way has been performed for half a century.
    [Show full text]
  • Getting Started with the Salesforce® Agile Accelerator
    Getting Started with the Salesforce® Agile Accelerator Salesforce, Summer ’16 @salesforcedocs Last updated: April 14, 2016 © Copyright 2000–2016 salesforce.com, inc. All rights reserved. Salesforce is a registered trademark of salesforce.com, inc., as are other names and marks. Other marks appearing herein may be trademarks of their respective owners. CONTENTS SALESFORCE AGILE ACCELERATOR . 1 WHAT’S NEW WITH SALESFORCE AGILE ACCELERATOR . 2 INSTALL SALESFORCE® AGILE ACCELERATOR . 3 ASSIGN A DEFAULT PERMISSION SET . 4 PERMISSION SETS DETAIL . 5 CREATE AND MANAGE TEAMS . 7 SALESFORCE PRODUCT TAG OVERVIEW . 8 CREATE PRODUCT TAGS . 9 CREATE YOUR FIRST SPRINT . 10 SALESFORCE EPICS . 12 SALESFORCE THEMES . 14 CREATE A WORK RECORD . 15 RELATE A CASE TO A WORK RECORD . 17 CREATE A TASK . 19 VIEW YOUR BACKLOG MANAGER . 21 PANEL TYPES AND CRITERIA . 23 CUSTOM PICKLIST VALUES FOR WORK RECORDS . 24 CUSTOM FIELDS FOR WORK RECORDS . 26 CUSTOM FIELDS FOR PRODUCT TAGS . 28 Contents CONFIGURE COMMUNITIES . 30 CREATE USER STORIES AND BUGS IN SALESFORCE1 . 32 CONFIGURE EMAIL VOLUME . 34 CONFIGURE THE EMAIL2AGILE SERVICE . 35 USE THE QUICK CREATE WORK RECORD GOOGLE CHROME EXTENSION . 36 KANBAN . 38 What is Kanban? . 38 Create a Kanban Board . 39 Edit a Kanban Column . 40 Manage Your Kanban Backlog . 41 Customize Kanban Cards . 43 SALESFORCE AGILE ACCELERATOR ® Salesforce Agile Accelerator helps you manage your agile product development with the same EDITIONS technology that’s used in your Salesforce organization. Your entire team can track user stories, bugs, reports, and more from within Salesforce. For added flexibility, Kanban is supported. Use it together Available in: Salesforce with Scrum, or by itself.
    [Show full text]
  • Agile Methodologies
    Agile Methodologies David E. Bernholdt Oak Ridge National Laboratory Michael A. Heroux, James M. Willenbring Sandia National Laboratories Software Productivity Track, ATPESC 2020 See slide 2 for license details exascaleproject.org License, Citation and Acknowledgements License and Citation • This work is licensed under a Creative Commons Attribution 4.0 International License (CC BY 4.0). • The requested citation the overall tutorial is: David E. Bernholdt, Anshu Dubey, Mark C. Miller, Katherine M. Riley, and James M. Willenbring, Software Productivity Track, in Argonne Training Program for Extreme Scale Computing (ATPESC), August 2020, online. DOI: 10.6084/m9.figshare.12719834 • Individual modules may be cited as Speaker, Module Title, in Software Productivity Track… Acknowledgements • Additional contributors include: Patricia Grubel, Rinku Gupta, Mike Heroux, Alicia Klinvex, Jared O’Neal, David Rogers, Deborah Stevens • This work was supported by the U.S. Department of Energy Office of Science, Office of Advanced Scientific Computing Research (ASCR), and by the Exascale Computing Project (17-SC-20-SC), a collaborative effort of the U.S. Department of Energy Office of Science and the National Nuclear Security Administration. • This work was performed in part at the Argonne National Laboratory, which is managed by UChicago Argonne, LLC for the U.S. Department of Energy under Contract No. DE-AC02-06CH11357. • This work was performed in part at the Oak Ridge National Laboratory, which is managed by UT-Battelle, LLC for the U.S. Department of Energy under Contract No. DE-AC05-00OR22725. • This work was performed in part at the Lawrence Livermore National Laboratory, which is managed by Lawrence Livermore National Security, LLC for the U.S.
    [Show full text]
  • Software Development a Practical Approach!
    Software Development A Practical Approach! Hans-Petter Halvorsen https://www.halvorsen.blog https://halvorsen.blog Software Development A Practical Approach! Hans-Petter Halvorsen Software Development A Practical Approach! Hans-Petter Halvorsen Copyright © 2020 ISBN: 978-82-691106-0-9 Publisher Identifier: 978-82-691106 https://halvorsen.blog ii Preface The main goal with this document: • To give you an overview of what software engineering is • To take you beyond programming to engineering software What is Software Development? It is a complex process to develop modern and professional software today. This document tries to give a brief overview of Software Development. This document tries to focus on a practical approach regarding Software Development. So why do we need System Engineering? Here are some key factors: • Understand Customer Requirements o What does the customer needs (because they may not know it!) o Transform Customer requirements into working software • Planning o How do we reach our goals? o Will we finish within deadline? o Resources o What can go wrong? • Implementation o What kind of platforms and architecture should be used? o Split your work into manageable pieces iii • Quality and Performance o Make sure the software fulfills the customers’ needs We will learn how to build good (i.e. high quality) software, which includes: • Requirements Specification • Technical Design • Good User Experience (UX) • Improved Code Quality and Implementation • Testing • System Documentation • User Documentation • etc. You will find additional resources on this web page: http://www.halvorsen.blog/documents/programming/software_engineering/ iv Information about the author: Hans-Petter Halvorsen The author currently works at the University of South-Eastern Norway.
    [Show full text]
  • Agile Automated Software Testing Into Automotive V-Model Process
    Agile automated software testing into automotive V-Model process: A practical case Xavier Martin Artal Software QA Manager [email protected] es.linkedin.com/pub/xavier-martin/6/a89/723/ Agenda • Introduction • Automotive Trends: Car Connectivity • Car Telematics project Challenges • Use Case Solution: From V-Model to Agile Testing • Results and Conclusions Introduction What is this presentation about? • Expose a practical case of adoption of Agile techniques in automotive testing • Converge Spice automotive V-Model to Agile Spice V-Model Agile • Present Technical Solution adopted: Automation Test Framework • Discuss results and Agile adequacy to Automotive industry Automotive Trends: Vehicle Connectivity Car Telematics • Car Manufacturers start to add 3G/4G capabilities • Connectivity opens new opportunities to develop services for both clients and manufacturers Connectivity Services – Emergency Call – Fleet Management – Car Sharing – Remote Car Diagnostics – Stolen Vehicle Tracking (SVT) – WOTA Update – Dealer Services – User Premium Services Car telematics: eCall • Emergency Call Service for Europe • U.E Council proposes eCall obligatory in European Cars for end 2017 • Automatic call in case of accident or emergency will force car manufacturers to add IVTU to every new car for European Service • Similar regulations for Russia, USA, BRA and PRC Car Telematics Project Challenges What is an iVTU? iVTU = in Vehicle Telematics Unit - Electronic Unit in charge of granting 2G/3G/LTE connectivity to vehicles - Two Main processors architecture:
    [Show full text]
  • Development and Application of a Web-Based Kanban System
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by ScholarBank@NUS DEVELOPMENT AND APPLICATION OF A WEB-BASED KANBAN SYSTEM KHOO BOON BING (Bachelor of Engineering (Hons.), NUS) A THESIS SUBMITTED FOR THE DEGREE OF MASTER OF ENGINEERING DEPARTMENT OF MECHANICAL ENGINEERING NATIONAL UNIVERSITY OF SINGAPORE 2004 ACKNOWLEDEGMENT The author would like to express his sincere appreciation and gratitude to the following people who have shared their invaluable experience and given their guidance and support during this research project: 1. A/P Lee Kim Seng, main project supervisor, for his continual support and sharing his experiences throughout the project as well as an approachable mentor. 2. A/P Wong Yoke San, project co-supervisor, for his continual guidance as well as providing invaluable advice and recommendations throughout the project. 3. Mr Kenneth Soh, MNC ∗ director, for his support to carry out this collaboration project in the company. 4. Mr Andy Kwa, MNC senior supervisor, for his help and guidance throughout the project implementation in MNC. 5. Mr Low Chin Chun, MNC supply chain manager, for the administrative support and guidance during project implementation. 6. All the friends and colleagues from LCEL & MNC for creating a pleasant learning environment throughout my course. The author will like to thank National University of Singapore and Department of Mechanical Engineering for awarding the research scholarship and funding the research. ∗ MNC refers to the multinational company where
    [Show full text]
  • Agile Project Management: Best Practices and Methodologies
    Agile Project Management: Best Practices and Methodologies WHITEPAPER Agile Project Management: Best Practices and Methodologies Agile Project Management: Best Practices and Methodologies 1. The Art of Project Management 2. Traditional Project Management Methodologies 3. Defining Agile Principles 4. Agile Methodologies 4.1 Scrum: roles, sprints and artifacts 4.2 Kanban: comprehensive solution to handling work in progress 4.3 Lean: eliminating waste in software engineering 5. Agile Software Engineering Best Practices: Extreme Programming Conclusion References 2 Agile Project Management: Best Practices and Methodologies 1. The Art of Project Management Regardless of industry, project management 1. Initiation has proven to be a crucial element of a 2. Planning company’s efficiency and its eventual success. 3. Execution In fact, projects are usually 2.5 times more 4. Performance/Monitoring successful when proven project management 5. Project close practices in place[1]. Used as a roadmap to accomplish specific tasks, As defined byGartner , project management these phases define the project management is “the application of knowledge, skills, tools lifecycle. and techniques to project activities to meet the project requirements”[2]. Being an integral part Yet, this structure is too general. A project of software engineering processes along with the usually has a number of internal stages within business analysis and requirement specification, each phase. They can vary greatly depending on design, programming and testing, the project the scope of work, the team, the industry and management has been a topic of considerable the project itself. debate for years. In attempts to find a universal approach to Regardless of the scope, any project should managing any project, humanity has developed follow a sequence of actions to be controlled a significant number of PM techniques and and managed.
    [Show full text]
  • The Software Development Process (SDLC)
    http://home.hit.no/~hansha/?page=software_development poke.com - and - The Software http://geek Development . Available: Process geek&poke (SDLC) O. Widder. (2013). Hans-Petter Halvorsen IT System B. Lund. (2013). Lunch. Available: http://www.lunchstriper.no, http://www.dagbladet.no/tegneserie/lunch/ Planning Deployment Maintenance Testing The Software Development Requirements Lifecycle Analysis (SDLC) Implementation Design 4 5 The Development Process The Development Process involves different phases, e.g.: In this case the overall Requirements are given by the Teacher in the The Requirements may be Assignment. given by the Customer Requirements The details are written by you! Design The Design phase is important, but make sure you have time left for all the other tasks as Are the Design wrong? Go well) back and correct it! Implementation Errors? Improve your code and fix the bugs Testing Make sure everything work as expected When you are finished, you deploy and test the solution Deployment on the Customer Site 6 Functionality Requirements Initial User Interface Planning Technology Platform Selection Technical Architecture Support Requirements Installation Project Plan Application Architecure Detailed Specifications System Interface Deployment/ Design Maintenance Design Deployment Finalize User Interface Acceptance Test Plans Testing Application Code Development System Testing Testing Implementation System Interface Development Unit Testing RegressionTesting Integration Testing Integration with existing Apps O. Widder. (2013). geek&poke.
    [Show full text]
  • Lean Software Development – What Exactly Are We Talking About?
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by University of Limerick Institutional Repository Lean Software Development – What Exactly Are We Talking About? Oisín Cawley1, Xiaofeng Wang2, Ita Richardson1, 1Lero-The Irish Software Engineering Research Centre, University of Limerick, Ireland. 2Free University of Bozen/Bolzano, ominikanerplatz 3 piazza Domenicani, I-39100 Bozen/Bolzano, Italy. 1{Oisin.Cawley, Ita.Richardson}@lero.ie, [email protected] Abstract. As the Software Engineering landscape continues to evolve and new paradigms are introduced, there can be a tendency for both industry and academia to enthusiastically embrace new approaches and march forward under whatever banner conventional wisdom has decided to adopt. One such banner is Lean Software Development, a paradigm that continues to see a growth in interest driven by the need for cost reductions within industry. The term lean attracts the attention of business, but precisely how it applies within software development is still being debated. In addition, its relationship to the better understood agile methodologies is also a topic for debate. Having been drawn into this research area ourselves, we present here a review of Lean Software Development and try to distil out for the reader some understanding of this somewhat undefined topic. We conclude with some thoughts on where this subject might go to from here. Keywords: Software Engineering, Software Development, Lean, Agile. 1 Introduction We are living in a period of history which is witnessing a drive for cost reductions and efficiencies across almost every business segment in almost every developed country. Traditionally businesses have been able to find efficiencies and cost reductions through automation and organisational restructuring of the more routine and repeatable processes.
    [Show full text]
  • A Statistical Analysis of the Effects of Scrum and Kanban on Software Development Projects
    Robotics and Computer-Integrated Manufacturing 43 (2017) 59–67 Contents lists available at ScienceDirect Robotics and Computer-Integrated Manufacturing journal homepage: www.elsevier.com/locate/rcim Full length Article A statistical analysis of the effects of Scrum and Kanban on software development projects Howard Lei n, Farnaz Ganjeizadeh, Pradeep Kumar Jayachandran, Pinar Ozcan Department of Engineering, California State University - East Bay, Hayward, CA 94542, USA article info abstract Article history: Traditionally, software development processes have relied on the use of the “Waterfall” and “Vee” Received 10 April 2015 models. Later, Agile methodologies were used to handle the challenges of managing complex projects Received in revised form during the development phase. Agile methodologies are a group of incremental and iterative methods 16 September 2015 that are more effective, and have been used in project management. Kanban and Scrum are two powerful Accepted 9 December 2015 Agile project management approaches in software development. The objective of Scrum and Kanban is Available online 17 December 2015 achieved by optimizing the development process by identifying the tasks, managing time more effec- Keywords: tively, and setting-up teams. A review of the literature reveals that there is a lack of statistical evidence to Project management factors for software conclude which methodology is more effective in dealing with the traditional project management development factors of budget handling, risk control, quality of the project, available resources, having clear project Agile movement scope, and schedule handling. This research statistically compares the effectiveness of the Scrum and Scrum methodology Kanban methodology Kanban methods in terms of their effects on the project management factors for software development projects.
    [Show full text]
  • Scrum Vs. Kanban: 6 Tips for Choosing the Right System Contents
    Scrum vs. Kanban: 6 Tips for Choosing the Right System Contents 3 Introduction 4 Tip 1: Start Off Simple 5 Tip 2: Analyze Your Team’s Workflows 7 Tip 3: Know Which Methods Are Best For Which Teams 11 Tip 4: Assess Purchase Drivers 14 Tip 5: Evaluate Integration Requirements 15 Tip 6: Identify Tools and Vet Products 22 Conclusions 23 Meet the Experts Scrum vs. Kanban: 2 6 Tips for Choosing the Right System Introduction Scrum and Kanban are two of the most popular project management (PM) methodologies used by agile teams. Today, many PM software vendors offer products with a rich feature set specifically designed to help support and structure Scrum and Kanban workflows. Current and prospective agile teams may not know where to begin when choosing PM software. With so many Scrum and Kanban platforms available, it can be hard to know which systems have the capabilities you need. To help narrow your search, Software Advice turned to several industry experts. Using their guidance, we’ve put together the following tips for selecting Scrum or Kanban software: 1. Start Off Simple 2. Analyze Your Team’s Workflows 3. Know Which Methods Are Best For Which Teams 4. Assess Purchase Drivers 5. Evaluate Integration Requirements 6. Identify Tools and Vet Products Scrum vs. Kanban: 3 6 Tips for Choosing the Right System 1: Start Off Simple Experts agree: The best way to guarantee your agile team stumbles right out of the gate is to implement software before establishing basic workflow processes. Without a solid foundation in place before implementation, teams are likely to adapt their workflows to the software, rather than use it as a tool to help them become more efficient and successful.
    [Show full text]