1. Agile, Scrum, Lean & Kanban in a flash
Andrew Rusling
Agile Coach
@andrewrusling

2. Contents
1. agile for software development
2. Scrum
3. agile outside of software development
4. Lean
5. Kanban
2

3. Competencies to be gained
By the end of this session, I am hopeful that you will be able to:
1. Summarise agile
2. Summarise Scrum
3. Summarise Lean
4. Summarise Kanban
5. List some business applicable, agile practices
6. Summarise how Lean helps us to deliver more value
7. Summarise how Kanban can help business teams
3

4. 4
agile
for software development

5. A brief history of agile 5
Waterfall
‘New New
Product
Development
Game’
published
Rate of
business
change
accelerates
90’s
Light weight
methodologies
arise
Scrum
agile
1970
80’s
1996
1986 1993 2001
XP

6. Agile value proposition 6
Risk Business Value
Adaptability Visibility
Time
Time
Time
Time
Traditional Development Agile Development

7. agile Manifesto value statement
Process and tools
Individuals and
interactions
over
Comprehensive
documentation
Following a plan
product
Working software over
Responding to
change
over
Contract negotiation
Customer
collaboration
over
Full Manifesto: http://agilemanifesto.org/

8. You can’t ‘do’ agile
• It is a set of Values & Principles
• No clear path to success
• New practices and processes are needed
• Many people learn by doing
• Enter the agile methodologies
8

9. 9
Scrum

10. Why is Scrum so successful?
• Simple
• 13 rules, Described in 16 pages
• Technology Agnostic
• Domain Agnostic
• Extensible
10

11. Key benefit of Scrum 11
Build the wrong
product faster

12. 12
Team
5..9 People
Cross Functional
Self Organising
Scrum has 13 rules
Product Owner
Stakeholder management
Backlog management
Return on Investment
Scrum Master
Servant Leader
Coach
Impediment Remover
Facilitator
Sprint
1..4 weeks
Sprint
Planning
Part 1 & 2
2h .. 1d
Sprint
Review
1h .. 4h
Sprint
Retrospective
1h .. 4h
Daily
Stand up
15m
Definition
of Done
Potentially
Shippable
Product
Increment
Product
Backlog
Sprint
Backlog
Whole Team
Sprint Goal

13. 13
agile outside
of software development

14. Common views of the IT Department 14
Slow
Unreliable Costly
Difficult
Unresponsive
Belligerent
Inhibitors
Painful

15. Pre-agile, those words were all applicable 15
Idea
Initiate &
Resource
Decide
what to
build
Build it TIeTst it Release Feedback

16. Agile has shifted the bottleneck 16
Initiate &
Resource
Product
Idea Decide, Build, Test & Release it Feedback
Management
IT
Product
Management
PMO
Product
Management
HR
Finance

17. Expanding agile outside of IT 17
IT
PMO
Product
Management
HR
Finance
Executive
Sales
Marketing
Agile

18. Top agile techniques for business
Empowerment
• Visualise work
• Daily Standup
• Prioritise as a
Team
Regular Events
• Retrospectives
• Reviews
Roles
• Product Owner
• Coach
Other
• Time-boxing
• Pomodoro
• Visible
Outcomes
18

19. Lean

20. 20
Flow game
https://www.flickr.com/photos/britanglishman/

21. What is Lean? 21
“maximize customer value while minimizing waste”

22. Who are your customers?
• Paying Customers?
• External Companies?
• Internal Colleges?
22

23. What is value? 23
Would you customers pay for it?

24. What is value?
Output
Outcome
Impact
Request
Usage
£

25. What is waste? 25
Unevenness
Mura
Overburden
Muri
Non value adding
activities
Muda

26. Seven wastes of cognitive work (Muda)
1. Partially Done Work
2. Extra Features
3. Relearning
4. Handoffs
5. Delays
6. Task Switching
7. Defects
26

27. Brief History of Lean & Kanban 27
Toyota
Production
System
(TPS)
started
1950
‘Implementing
Lean Software
Development’
Published
1953 2006
2010
‘Lean
Thinking‘
Published
‘Lean’ first used
to describe
Toyota’s TPS
80’s 1998
kanban used
on Toyota
factory floor
Kanban
Method
Published

28. Lean Thinking
28
1. Identify Customers and Specify Value
2. Identify and Map the Value Stream
3. Create Flow by Eliminating Waste
4. Respond to Customer Pull
5. Pursue Perfection

29. Kanban Method

30. The Location Game
• How long will it take to write out a location name?
• How long will it take to write out FIVE location names?
• What will affect this time?
30
Start: xx Finish: yy
Fraser
Based heavily on the Name Game by Henrik Kniberg
http://www.crisp.se/gratis-material-och-guider/multitasking-name-game

31. Kanban Method = Kanban
Kanban is:
• an approach for evolutionary change
• a meta – methodology
• a process improvement framework
Kanban comes from:
• Systems Thinking
• Lean
31
Scrum is an agile, product delivery framework
Kanban is a lean, process improvement framework

32. Kanban Method - Principles
32
1. Start with what you do now
2. Agree to pursue evolutionary change
3. Initially, respect current processes, roles, responsibilities and job titles
4. Encourage acts of leadership at all levels of the organisation

33. Kanban Method – Practices
1. Visualise the workflow
2. Limit the work in progress
3. Manage flow
4. Make policies explicit
5. Implement feedback loops
6. Improve collaboratively,
evolve experimentally
33

34. Visual the workflow – an example 34
Backlog Selected In Progress Ready for
Review
Review Done

35. One way to limit WIP 35
(3) (2) (2)
Backlog Selected In Progress Ready for
Review
Review Done

36. Manage Flow (aka remove waste) 36

37. Make policies explicit
Clear, Public and Visible
Some possible policies:
• Cadence (Replenishment, Planning, Release)
• Definition of Ready, Definition of Done
• Classes of service (types of work item)
• Standard
• Expedite
• Fixed Delivery Date
• Intangible
37

38. Implement feedback loops
Product Quality
• Reviews
• Pairing
Process
• Retrospectives
Track Metrics
• Revenue per employee
• Customer Satisfaction
• Cumulative Flow
• Cycle time
38

39. Improve collaboratively
• Management driven improvements will always be limited
• Front line workers are best placed to improve the system
• A collaborative approach is best
Often done via:
• Daily walking the wall
• Regular Retrospectives
39

40. 40
Avoid change without measuring
(it is like walking around in the dark)
Avoid change without a target
Try Plan, Do, Check, Act
Plan
Act Do
Check
Evolve experimentally

41. 41
Thank you