5. Polopoly – the enterprise
Software product company
Enterprise web content management
Demanding customers: DN, Expressen, SVT, NRK, SJ...
Product development
Support
Professional services
Started Scrum-ing 2008
6. Problem with Scrum
"No Interference, No Intruders, No Peddlers
- No person outside the team can change the scope or nature of
the work the team is doing during the sprint"
(Schwaber & Beedle)
8. The team commit builds on trust
A closed door politics
A Scruming team can only respond to external
changes between sprints: the door is only opened
every fortnight
12. What to do?
As a ScrumMaster you should protect the team(s).
What to do when you can not handle all the panic
yourself?
We wanted to create a taskforce team: T3
14. Requirements
Always ready to serve
Small stories handled one at a time
JIT planning
Protect the other teams
Staffed from different departments (doing service)
Constantly learning and self-organizing
But it could not be Scrum. No batch and deliver at all
We had to find another model/process
16. From Scrum to Lean - looking at Toyota
Sort of like a plant at Toyta
One vehicle at a time
Signaling needs for an item with a kanban system
The Scrum board becomes a signaling system for JIT
planing and delivery
18. KSSE
We found a small bunch of people working with defining a
process like this for software engineering
Kanban System for Software Engineering
Kanban System for Sustaining Engineering
Focus: Use the visual signaling system as an engine to
drive the process
19. Kanban properties (infoq)
Physical: It is a physical card. It can be held in the hand, moved, and put into or onto
something.
Limits WIP: It limits WIP (Work-In-Process), i.e. prevents overproduction.
Continuous Flow: It notifies needs of production before the store runs out of stock.
Pull: The downstream process pulls items from the upstream process.
Self-Directing: It has all information on what to do and makes production autonomous in a
non-centralized manner and without micro-management.
Visual: It is stacked or posted to show the current status and progress, visually.
Signal: Its visual status signals the next withdrawal or production actions.
Kaizen: Visual process flow informs and stimulates Kaizen.
Attached: It is attached to and moves with physical parts supplied.
20. T3 kanban board
Emerg-
ency 7 Work
slot queues In Wait
max State
12 tp
DOD:ed
this week
To be
planned
Work
In
Done
Process
23. Takt
We still have a daily Scrum to go through last days work
and speak about what is coming
We have a retrospective every week to get a feeling of
closure often
24. TODO
Measure Cykle time better
Better work with impediments
Probably more ... inspect and adapt