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Scrum with Kanban

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Scrum with Kanban

  1. 1. Scrum with Kanban The DIRECTIOn of TRAVEL could be the perfect vision increase frequency of feedback loops prioritize with your capacity (throughput) discover to deliver by adding lean UX authentic scrum with authentic Kanban - scrum is uncompromised Definition of workflow, four practices, four metrics flow-based scrum events
  2. 2. What active work we should focus on or bring in today How much work we’re comfortable doing at the same time Our aspiration for more predictability Visualizing: relatively aged work blocked work dependencies, including those neither aligned nor acknowledged The first practice is visualization of the workflow. The visualization of that workflow is essentially the Kanban board. Kanban helps us optimize signaling to see what we need to do to help our work flow. Focusing on the following allows us to navigate complexity more easily: 1st practice Service Level Expectation: 6 days or less 85% of the time
  3. 3. The 2nd practice of limiting work in progress (WIP) tightens the Scrum Team’s focus, so they get the Product Backlog items to Done sooner This allows for slack time for thinking and unplanned eventualities When the Scrum Team releases sooner, feedback loops also get tighter resulting in quicker inspection and adaptation. 2nd practice Service Level Expectation: 6 days or less 85% of the time
  4. 4. The 3rd practice of active management of work items in progress is about the Scrum Team addressing the above signals By reviewing what the Developers need to work on together today, they continually refresh their thinking to address the complexity they’re facing. 3rd practice Team 1 Team 2
  5. 5. The 4th practice is inspecting and adapting the team’s definition of workflow. The Scrum Team can change the definition of workflow at any time, including which columns on the Kanban board to add or remove. However, the Scrum Team needs to strike a balance between allowing the system to settle to observe trend changes following a policy change and adapting to the current reality by making multiple changes in the definition of workflow. 4th practice Service Level Expectation: 6 days or less 85% of the time
  6. 6. in Sprint planning, teams can use throughput or probabilistic forecasting to guide selecting the number of items they can reasonably get Done in a Sprint Flow-based events Sprint Planning
  7. 7. In the Daily Scrum, a review of blockers and relative work item aging can help manage items in progress towards the Sprint Goal Flow-based events Daily Scrum Team 1 Team 2
  8. 8. sprint review - probabilistic forecasting can help manage expectations with its caveat that we’ll have a more accurate forecast next week/Sprint/month Flow-based events Sprint Review
  9. 9. sprint retrospective encourages the Scrum Team to assess where work is getting stuck, the definition of workflow, and monitor their aspiration for the service level expectations (SLE) against real-world data Flow-based events Sprint Retrospective
  10. 10. Kanplexity™ Kanban for Complexity™ x weeks rhythmic cycle rhythmic replenishment "Daily" rhythmic Review rhythmic retrospective rhythmic retrosepctive guide team crew DIRECTIOn of TRAVEL backlog discover to deliver authentic Kanban with Sprints for teams/crews and their guides but no additional pressure for work to be finished at the end of each cycle targeted at non-tech and non-software context If the work is clear we don't need to talk about it, period frequently check-in on the context to see if we need to change approach For many teams Nexus, LESS and flight levels are go-to patterns

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