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Similar to Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Study | Bharat Rajagopalan
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Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Study | Bharat Rajagopalan
- 1. 1 SCRUMBAN TO THE RESCUE A Case Study Bharat Rajagopalan Project Manager Thanks to Sudipta Lahiri for his guidance and coaching and for his insights into the metrics The word-image logo is a registeredtrademarkof Software AG
- 2. 2 Rules of Engagement 1. Interact Express yourself! 2. Ask questions! Quick questions are most welcome, even if you have to interrupt me!
- 3. 3 This is NOT a Success Story! Not yet. . .
- 4. 4 It’s about ScrumBan! A case study of how Scrum and Kanban co-exist – elaborated Quantitatively An Amalgamation of two amazing Schools of thought Did you know? ScrumBan was originally designed as a way to transition from Scrum to Kanban! Stephen Covey The 7 Habits of Highly Effective People So then... What’s this all about? Courtesy: www.wikipedia.org
- 5. 5 | Voice of the Customer Voice of the team Tailoring applications to client needs and focusing on Building RIGHT solutions vs. Building solutions RIGHT! Focus on “This is WHAT we want to build” vs. “This is WHAT we have to build” Kanban + Agile thinking Bestof both worlds ProfessionalServices Value Streams WIP Visualize Workflow Flow & Throughput metrics Pull based execution Scrum roles Ceremonies and cadences Time-boxing Burndown Tracking Agile Requirements (INVEST etc.) KANBAN SCRUM SCRUMBAN The Origin Story The word-image logo is a registeredtrademarkof Software AG
- 6. 6 | What’s our approach? Study/Gemba Define/ Value Steam Identify and Create / Visualize Sustain and Expand Assess and Improve Operate • Understand the nature of project – Study the characteristics that will help determine a suitable delivery approach • Complexity, expectations,team structure, budget, scope, timeline etc. are some (of the many butnot limited) parameters to be understood • Identify what method will enable most effective delivery • Create visual boards/representation to visualize work • Identify and define value streams best suited for that particular project • Keep it simple – identify what works and use it! • Remember thatnot all projects are similar – so customize! • ScrumBan – adopt and implementthe practices truly! • Seek expertadvise from Coaches from time to time • Arrange Gemba walks – let others see • Enable team to use the visual representation/board • Identify key practices to improve and score yourself(the team) • Stay honest and identify areas of improvement • Run retrospectives and move actionables to the board • Set milestones for the next review • Do 5 Why’s or Brainstorm to take actions on the improvementitems • Create them as items on the board and treat them deliverables • CoE, Newsletters, Meet-up, process champions - to promote free flow of ideas and thoughts
- 7. 7 | But still... why? – Our typical challenges 1 Estimation Effort based estimation while calling it story points (SP) 2 Committed timeline for a defined scope from the pre-sales cycle Fixed Timeline 3 Visibility of capabilities required in future time-boxes, missing Requirement Visibility 4 Customers want to work in a Scrum model yet change requirements mid- sprint Requirement Volatility 7 Customers’Distributed multi- vendoroutsourcing model Creates challenges of trust and hand-off from one party to the next Hampers continuous flow of work across value stream Creates defensive barriers and hinders honest collaboration 5 Tooldisparity Customer’s tool (e.g. JIRA) vs In- house tool (e.g. SwiftKanban) 6 A common language based on data and metrics for continuous improvement between the customer and Dev team, often missing Metric driven Improvements 8 PerceivedTransparency No amount of WSR, MSR, Bi-weekly WSR, etc. seem to provide necessary transparency the customer expects
- 8. 8 | So, how did/do we do it? By now, we assume that we have finalized ScrumBan as our management methodology. So, how do we proceed further? 1. Establish your Value Streams Planning Value Stream | Pure Kanban Story grooming and Design – High level architecture, common module identification and reuse, NFR’s etc. Execution Value Stream | Time-boxed Kanban Lays out different value lanes within the Time-box (sprint) such as planning, acceptance, demo etc. 2. Agile Requirements – Requirement gathering, grooming, backlog creation, prioritization etc. • Focus on Customer Value • Less Documentation • More Collaboration • Just in Time Definition • INVEST • ATDD (Acceptance Test) • BDD (Behaviour) • TDD Critical Success Factor – Planning value stream: Necessitates prioritization of requirements, defects and production issues – sprint scope can change based on prioritization. Critical Success Factor – Execution Value Stream: Defect triage, Defect severity judgement and availability of clear requirements in stories, tech spike identification and planning, etc.
- 9. 9 | How did/do we do it? Contd... 3. Visualize your work • Ensure ALL work items are on the board to enable team to use the visualization effectively • Recommendation: Resolve tool parity by establishing Sync between Customer’s tool and in-house tool
- 10. 10 | How did/do we do it? Contd... • Time-box deliverables and plan the time-box in advance • We use Scrum roles, ceremonies and cadence to stay relevant to our Customers • Definition of Ready (DoR) and Definition of Done (DoD) • Set WIP Limits (2) • While we have setup WIP limits – we have not enforced WIP in our engagements yet • We’ll tell you why later... 4. EstablishWorking modeland Rules of Engagement
- 11. 11 | How did/do we do it? Contd... Long-term planning and forecasting: For enforcing WIP 5. Execute Measure Improve Execute ... – MetricsdrivenContinuousImprovement • Selected VS is from Ready lane to PO Acceptance • Several lanes have flat lines Recommendation: Exercise WIP Limits Cumulative Flow Diagram (CFD)
- 12. 12 | How did/do we do it? Contd... Long-term planning and forecasting: Timeline vs. Backlog (Incl. Defects & Tasks) 5. Execute Measure Improve Execute ... – MetricsdrivenContinuousImprovement Cumulative Flow Diagram (CFD) If this is the fixed backlog, then Project completion date is ~mid-SeptBut Demand > Capacity! This will not converge if this trend follows Demand = 245 Stories/112 days = 2.18 cards/day • Customer adds Stories Next slide CFD for Stories CFD for Stories
- 13. 13 | How did/do we do it? Contd... 5. Execute Measure Improve Execute ... – MetricsdrivenContinuousImprovement Cumulative Flow Diagram (CFD) • But the process adds Defects and Tasks Any reduction here will directly bridge the gap in TP of Demand vs Capacity… The rate of this addition is increasing every month! Recommendation Needs offline introspection! CFD for Defects Long-term planning and forecasting: Timeline vs. Backlog (Incl. Defects & Tasks)
- 14. 14 | How did/do we do it? Contd... 5. Execute Measure Improve Execute ... – MetricsdrivenContinuousImprovement Flow Efficiency How efficient is your system from Arrival to Departure of work item FE is between the band of 40-60% (if WIP = 1 for In-Progress lanes) Assuming a WIP of 2-3 cards per person, it perhaps is between 15-20% Recommendation: Put as little time on Estimation! It’s only 20% of the full time.
- 15. 15 | How did/do we do it? Contd... 5. Execute Measure Improve Execute ... – MetricsdrivenContinuousImprovement Burn Down Charts Short-term (Sprint) and Long-term (Release) planning and forecasting A well tracked Sprint Burndown not only gives you an idea of how is the Sprint doing but also now gives you an accurate Actual Effort data for your project! Recommendation: Be ahead of the burndown on Friday EOD to absorb the impact of weekend! Recommendation: Extrapolate this to the rest of Project. Release Burndown – Similar to Sprint burndown, the Release Burndown gives you a feel of how the release if faring. This is good burndown for Release 0.2.
- 16. 16 | How did/do we do it? Contd... 5. Execute Measure Improve Execute ... – MetricsdrivenContinuousImprovement Cycle Time – Control Identify potential cogs that are pulling the process/flow down A good looking Cycle Time – Control Chart, however, the process is not consistent
- 17. 17 | How did/do we do it? Contd... 5. Execute Measure Improve Execute ... – MetricsdrivenContinuousImprovement Cycle Time – Distribution Identify potential cogs that are pulling the process/flow down Given that we are working in time-box iterations, a CT Average of ~12 days is good. However, the variation makes it unpredictable! Recommendation: If you implement WIP, it will reduce CT, increase FE and reduce CT process variation because of greater focus to complete one card CT Distribution consistent with Control Chart
- 18. 18 | How did/do we do it? Contd... 5. Execute Measure Improve Execute ... – MetricsdrivenContinuousImprovement Throughput/Velocity Productivity Recommendation: Focus on execution variation to control the Throughtput variation Good data to suggest that there Throughput variations
- 19. 19 | So to Summarize... 1. Don’t hesitate go back to fix your roots If its the value stream that needs tweaking – tweak it! If its the WIP that needs adjustment – adjust it! Do whatever it takes to refine the process 2. Measure and reflect Having data is great – it gives you the power to make informed decisionand informed decisions are far more stronger than perceptiondriven decisions 3. Experiment– Use what works butdon’tthrow away whatdoesn’t Learn from the experiments that don’t work. Most importantly, don’t repeat them. Every well thought process/method has something to offer– its up to yours’ and your team’s acumen to create and succeedwith that secretingredient “IF YOU ALWAYS DO WHAT YOU’VE ALWAYS DONE, YOU’LL ALWAYS GET WHAT YOU’VE ALWAYS GOT!” SO KEEP EVOLVING!
- 20. 20 THANK YOU!