Timebox Or Flow; Scrum Or Kanban

AgileTour12 - Dublin

2:00-2:15 Welcome 2:15-3:00 Timebox or Flow? Choices to From the coalface – John Vaughan, consider in your Agile/Lean SoCo adopon – Colm O’hEocha, AgileInnovaon 3:00-3:45 Agile Requirements Management ScrumBan and beyond! - Gail Park with User Stories – Fran O’Hara, and Glen Lockhart, Openet InspireQS 3:45-4:15 Coﬀee & Networking 4:15-5:00 The Three Revoluons - Claudio Experiences in Implemenng Agile Perrone aka AgileSensei Development - John Abbo, Karl Heery, Mairead Mulligan, Aisling Ni Cheallaigh, Aegon Insurance 5:00-5:30 Panel Session

Sponsored by AgileInnovation and InspireQS AgileTour12

Timebox or Flow? Choices to consider in your Agile/Lean adopon

Colm O’hEocha – AgileInnovaon

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Please use this material freely and derive further work from it. BUT, aribuon must be given to the original author, and these same rights must govern all derived works.

Please use the following aribuon: “Colm O’hEocha, AgileInnovaon Ltd. 2010: www.agileinnovaon.eu” Agile/Lean Delivery Models

Timeboxed Flow Based Scrum, XP, FDD,… Kanban,…?

• Work Planned to ﬁt the Timebox • Work Planned based on Capacity • Duraon Fixed, Scope Variable • Scope Fixed, Duraon Variable • Commitment -> Esmaon & Planning • Commitment -> Waste Eliminaon • Macro Level – Pull; Micro Level - Push • Macro & Micro Level Pull

Copyright © 2012 AgileInnovaon Timebox – A Container for Knowledge Work • Container Constrains the Team, the Work and the Pracces • Container protects the Team from Churn & Interference • The Container is Transparent

• ScrumMaster – Maintain the Container – prevent Leaks • Product Owner – Decide what Work gets into the Container • Developers – Execute the work in the Container

5 Copyright © 2012 AgileInnovaon Flow – A Way to Maximise Value Delivery & Minimise Waste • Pipeline/Value Stream Constrains the ‘Work in Process’ (WIP) • WIP Limits & CoS protect the Team from Churn & Interference • The Pipeline is Transparent

• Explicit Policies – Maintain the Pipeline – address bolenecks • Product Owner – Decides the next most important piece of work • Makers – Focus on Finishing over Starng

Sprint To Do In Progress Done Backlog S1 t1 t2 t3

S2 t7 t8 t5 t6 t4

S3 t10 t11 t9

S4 t12 t13 t14 Kanban Mechanics in a Nutshell Input Q Analysis (2) Development(4) Test (3) Ready to Deployed (4) Deploy In Progress Done In Progress Done

10 9 8 5 4 1 11 6 2 12 7 3 1314

As work is completed it moves to Done. But because Test is proving a boleneck, preceding operaons quickly Here is an example Let’s say tesng of cket 1 is complete. We move it downstream to indicate that it is ready to deploy. Now we have 2 items in Test, with a WIP limit of 3, so we may pull a cket from Development Done into Test, Because our WIP limit in Development covers both In Progress and Done, when we complete development on a WIP limits stop work being pushed downstream when there is insuﬃcient capacity to receive the work. If A cket completes Tesng, a slot comes free, and cket 5 may now be pulled into Test. The Input queue may be replenished to its WIP limit with new work from the customer. Eventually ‘Development’ cannot take on any further work – it has reached its WIP limit. This is like a signal Similarly, Analysis quickly reaches its WIP limit and is disallowed from taking on new work. Kanban board. Noce the stages of the process, represented as columns. Noce the WIP limits 'back-up'.in parentheses beside the column names. leaving 3 in Development, which has a WIP limit of 4, so we may pull a cket into Development from Analysis Done, cket, we may move it to the Development Done column to indicate that it is completed, without breaking a WIP development work on cket 5 is completed, it cannot be “pushed” into Test, because Test is already at its WIP limit. (kanban) from Test to Development to stop producing more work than can be tested. and so forth. limit. Some Things to Consider… TimeBoxed Flow Somewhat-Predictable Demand Interrupt Driven Demand • Over Short Planning • Day to Day, Hour to Hour Horizon • Highly Variable/ • Sub-Iteraon Features Unpredictable Task Duraons Focus Time Less Focus Time • Reduce Churn & • Churn/Distracon un- Distracon avoidable Shared, Collaborave Work High Specialisaon • X-Funconal Teams (7±2) • Individuals (∞) • Generalists • Hand-Oﬀs & Dependancies • Parallel Work • Parallel & Sequenal Work Scope Can Vary Scope Oen Fixed Predictability Paramount Responsiveness Paramount

E.g. Soware Development E.g IT Operaons

Scrum Kanban

• Timeboxing (Sprints & • Make the Work Visible Delivery) • Limit ‘Work In Process’ (WIP) • Cadence Scrum & Kanban• Manage Flow (blockages, • Priorized backlogs Scrumban bolenecks) • Daily standup meengs Kanbum • Stabilise (Explicit Policies) • Demo aer each iteraon • Nurture Feedback Loops • Inspect & Adapt the Process • Drive Collaboraon to Improve

• Scrum focuses on being agile which may (and should) lead to improving. • Kanban focuses on improving, which may lead to being agile.

- Karl Scotland

Iteraon Based (Scrum) Flow Based (Kanban) Focus on maximising work done in an Focus on minimising the me to get a piece iteraon of work from start to ﬁnish Velocity the default metric Lead Time the default metric Burndown chart prescribed No parcular type of diagram is prescribed (CFD common) WIP limited indirectly (per sprint) WIP limited directly (per workﬂow state) Sprints Immutable Capacity Driven Input Cadence

Scope extends to work of the Team Scope extends across a Value Stream Board Reset between Sprints Board state Persistent Design for any type of Work Design for the Work Expected: WIT, CoS, SLA Periodic Retrospecves Stop the Line – Fix as it Happens

Scrum Kanban Is Demand Predictable? Yes - Short Planning No – Interrupt/Event Driven Horizon Is it a Team Based Work Yes – Small Cross- No – Specialists, Hand-Offs, Environment? Funconal Teams X-Departments What is the Organisaons Collaboraon/Culvaon Control/Competence Culture? What is the Organisaonal Low – We need High – We Connuously Agile/Lean Maturity? ceremonies, roles & Refine our own processes cadences What is the appete for High – we want/need to Low – we want low-risk, change? shake things up gradual change Fixed price/scope vs. The Esmaon & Commitment Earliest delivery of Value is Most Important Stuff ASAP Mandatory what’s important Can the Work always be Yes – and Sprints Not always – we can Right-Sized (sub-sprint)? encourage this accommodate big features

Copyright © 2012 AgileInnovaon What it feels like… • Scrum – Teams may struggle to break up work, with transparency & joint responsibility – Management may struggle to allow self-organisaon and maintain sprint discipline • Kanban – Teams may struggle with a lack of prescribed structure – Management may struggle with a lack of commitment and milestones

Scrum Kanban Kanban Scrum (e.g. WIP Limits, Explicit (e.g. Retros, Planning Poker, Policies) User Stories)

Kanban (Product/Project Management)

Scrum Scrum Scrum

Colm O’hEocha AgileInnovaon Limited

www.agileinnovaon.eu Colm@agileinnovaon.eu Q&A

Kanban: “Stop Starng and Start Finishing”

Colm is an IT industry veteran, with over 20 years design and development experience. His interest in Lean Thinking began when automang Just-In-Time producon lines in the 1980s. Implemenng early agile soware methods in 2001, Colm has extensive hands-on experiences across teams, organisaons and technologies. In varied roles of developer, architect and Director of R&D, he has seen Lean and Agile from a variety of perspecves. More recently Colm has partnered with LERO, the Irish soware engineering research instute, invesgang how agile and lean methods inﬂuence innovaon in soware development.

AgileInnovaon oﬀers agile training advisory and coaching services. Pre and post adopon assessments, coaching services to help teams get the most from agile, developing a agile business case, and targeted workshops on speciﬁc agile pracces. Customers include Intel, HMH, Aegon, Ericsson, Omnipay, SoCo, Openet and Accenture. Copyright © 2010 AgileInnovaon Some Customers…

Copyright © 2011 AgileInnovaon Agile Assessments, Training and Coaching Training Includes: • Execuve Brieﬁng on Agile and Lean (½ day) Seven • Introducon to Agile Methods (½ day) Assessment • Executive Briefing on Lean/Agile (½ day) Dimensions Teamwork • Succeeding with Agile (2 days) • ScrumMaster Training (2 days) • Product Owner Training (1 day) Requirements Planning • Geng Lean through Kanban (2 days) Coaching Includes: Business • Structuring and facilitang Values • Daily StandUps Technical Learning & • Sprint Planning Pracces Innovaon • Sprint Reviews • Developing User Stories Organisaon & Culture • Esmaon Consulng Includes: • Release Planning • Project and Organisaonal Assessments • Developing an Agile Adopon Strategy • Geng the best from Agile and Waterfall • Agile in Complex Contexts (ﬁrmware, B2B, batch, etc) Copyright © 2010 AgileInnovaon AgileInnovaon: