I'll introduce you to Leanban, which uses Lean thinking as a guide to incorporate the best of Scrum and Kanban into Agile software development practices.

1. Leanban: The Next
Step in the Evolution
of Agile
Lean-Agile Transformation
from the C-suite to Dev Ops

2. © Copyright Net Objectives, Inc. All Rights Reserved
Al Shalloway
alshall@NetObjectives.com
@AlShalloway
CEO, Founder
Co-founder of Lean-Systems Society
Co-founder Lean-Kanban University (no longer affiliated)
Contributor to SAFe

3. © Copyright Net Objectives, Inc. All Rights Reserved
Lean Management
Project Management
technical
Lean for Executives
Product Portfolio Management
Business Product Owner
Product Owner
Onsite SPC
Leading SAFe®
Agile Architecture
Product Manager/PO
Leanban / Kanban / Scrum
ATDD / TDD / Design Patterns
ASSESSMENTS
CONSULTING
TRAINING
COACHING

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Absorb what is
useful, reject
what is useless,
add what is
specifically your
own.
Bruce Lee
All models are
wrong, some are
useful.
George Box

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A brief history of
Agile
1995 – Scrum
1999 – XP
2001 – Agile Manifesto
2004 – Lean Software
2007 – Kanban
2007 – Scrumban
2009 – Kanban Method

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Lean-Kanban
Lean-Scrum
Webinar In a Nutshell
Focus on flow
Focus on Eco-System
Kanban
Scrum
DisciplineRequired
Lean-Thinking
Leanban

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1. The Beginnings – Iterative Development
2. The Rise & Challenge of Flow-Only Based Agile
3. Contrasting Iterative and Flow-Only Based Agile
4. The Case for the Next Evolutionary Step for Agile
5. The Requirements for the Next Phase of Agile
6. Leanban – Continuing the Evolution of Agile
Agile Evolution’s Next Step: Introducing Leanban

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Lessons from Scrum
Cross-functional teams are good
Improve collaboration
Eliminate waste
Cadence coordinates different roles
Iterations Create Discipline
Short term planning can be accurate
Principles are needed to learn
Theory without
experience is useless.
Experience without
theory is expensive.
- Paraphrase of Deming

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Lessons from XP
Test-first and automated testing results in long-term
high quality, maintainable code
Continuous integration is important
Small stories are important
Collaboration is critical
Shared understanding of Agility is critical
If we have too high a bar for adoption – even when the
practices are good – few teams will move forward.

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1. The Beginnings – Iterative Development
2. The Rise & Challenge of Flow-Only Based Agile
3. Contrasting Iterative and Flow-Only Based Agile
4. The Case for the Next Evolutionary Step for Agile
5. The Requirements for the Next Phase of Agile
6. Leanban – Continuing the Evolution of Agile
Agile Evolution’s Next Step: Introducing Leanban

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Challenges Implementing Agile
• Can’t always form cross-functional teams
• Unfamiliar roles are sometimes resisted
• Too much change is bad
• Lack of management inclusion
• Lack of flexibility required in IT
& product environments with
heavy maintenance costs

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Lessons from Kanban
Use kanban to manage flow with or without cross-
functional teams
Visibility and explicit workflow greatly enhances learning
It is important to include management
How to affect change when one can’t do any change at
start
If we focus only on work flow, we will miss other
opportunities for improvement.
Flow when you
can, pull when
you must. –
many Lean senseis

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1. The Beginnings – Iterative Development
2. The Rise & Challenge of Flow-Only Based Agile
3. Contrasting Iterative and Flow-Only Based Agile
4. The Case for the Next Evolutionary Step for Agile
5. The Requirements for the Next Phase of Agile
6. Leanban – Continuing the Evolution of Agile
Agile Evolution’s Next Step: Introducing Leanban

14. © Copyright Net Objectives, Inc. All Rights Reserved
Scrum Kanban
Organize in cross-functional teams
Use your current team organization. Team structure is
orthogonal to some Kanban practitioners
Create new roles: PO, SM, Team Use existing roles
Just jump to Scrum and consider any impediments you
face as issues to remove
Start where you are. Avoid making eco-system
changes until after a kanban system has been put into
place
Use time-boxed sprints for planning and guidance to
finish things quickly
Do not have sprints nor plan work ahead besides
creating a product backlog
Estimate work and use velocity based on estimates
and work done to assist planning
Do not estimate – considered wasteful activity
Create visibility of work going into and out of sprint as
well as status of work being done. But don’t explain
workflow rules.
Make all work visible to management including work
status and workflow agreements.
Have learning retrospections at the end of every sprint
Have explicit workflow policies that enable the use of
kaizen to improve flow on a daily basis
Teams coached by a Scrum Master with no authority
over them
Teams use existing team-leadership approaches in
place prior to Kanban Method

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Framework/Method Tunnel
Vision
Frameworks and methods do not preclude others de jure
But focusing on one thing precludes others de facto
Scrum tends to preclude flow, explicit policies, management
(doesn’t have to, but often does)
Some Kanban methods tends to preclude teams (doesn’t have to,
but often does)
In theory, theory and
practice are the same.
But in practice they are
different. Albert Einstein
Men occasionally
stumble over the truth,
but most of them pick
themselves up and hurry
off as if nothing had
happened. Winston
Churchill

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Scrum Kanban
Organize in cross-functional teams
Use your current team organization. Team structure is
orthogonal to some Kanban practitioners
Create new roles: PO, SM, Team Use existing roles
Just jump to Scrum and consider any impediments you
face as issues to remove
Start where you are. Avoid making eco-system
changes until after a kanban system has been put into
place
Use time-boxed sprints for planning and guidance to
finish things quickly
Do not have sprints nor plan work ahead besides
creating a product backlog
Estimate work and use velocity based on estimates
and work done to assist planning
Do not estimate – considered wasteful activity
Create visibility of work going into and out of sprint as
well as status of work being done. But don’t explain
workflow rules.
Make all work visible to management including work
status and workflow agreements.
Have learning retrospections at the end of every sprint
Have explicit workflow policies that enable the use of
kaizen to improve flow on a daily basis
Teams coached by a Scrum Master with no authority
over them
Teams use existing team-leadership approaches in
place prior to Kanban Method

17. © Copyright Net Objectives, Inc. All Rights Reserved
1. The Beginnings – Iterative Development
2. The Rise & Challenge of Flow-Only Based Agile
3. Contrasting Iterative and Flow-Only Based Agile
4. The Case for the Next Evolutionary Step for Agile
5. The Requirements for the Next Phase of Agile
6. Leanban – Continuing the Evolution of Agile
Agile Evolution’s Next Step: Introducing Leanban

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What’s Missing?
• Transition Management
• Learning theory
• Double loop learning

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What’s Missing?
• Transition Management
• Learning theory
• Double loop learning

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transition is a process

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Transition happens at all levels
Organization
Management: Business & Technology
Team
Individual

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The ideal rate of change depends on the
ability of the organization to change
Ability to change
Amountofchangeattempted

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What’s Missing?
• Transition Management
• Learning theory
• Double loop learning

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Novice – tell them what to do with a little why
Advanced Beginner - tell them more why
Competent – provide options
Proficient – have them chose on their own
Expert – have them make up new choices
Phases of Learning
It’s not about
‘being’ or ‘doing’
it’s about learning
We need a way to start for
novices that navigates people
into competent and proficient.

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What’s Missing?
• Transition Management
• Learning theory
• Double loop learning

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Double-Loop Learning – Chris Argyris
Assumptions(underly
ing beliefs form basis of
actions)
Actions
Strategies & Techniques
Results
Single-Loop Learning
Adjust actions based on results keeping
approach you started with
Double-Loop Learning
Consider new actions by challenging assumptions you made
based on results achieved

27. © Copyright Net Objectives, Inc. All Rights Reserved
1. The Beginnings – Iterative Development
2. The Rise & Challenge of Flow-Only Based Agile
3. Contrasting Iterative and Flow-Only Based Agile
4. The Case for the Next Evolutionary Step for Agile
5. The Requirements for the Next Phase of Agile
6. Leanban – Continuing the Evolution of Agile
Agile Evolution’s Next Step: Introducing Leanban

28. © Copyright Net Objectives, Inc. All Rights Reserved
It’s not enough to
combine Scrum &
Kanban. They must be
put in the context of
business value delivery.

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thinking
points
Requirements for Team-Level Agile (at Scale)
1. Work in context of
enterprise
• Helps ensure teams do the core
practices
• Enables individuals to move
around more easily
• Facilitates cross-team learning
• Facilitates management
understanding

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thinking
points
Requirements for Team-Level Agile (at Scale)
1. Work in context of
enterprise
2. Business driven
• All teams must focus on getting
MBIs done in concert and not
locally optimizing
• Provides the mindset for
coordination across teams

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thinking
points
Requirements for Team-Level Agile (at Scale)
1. Work in context of
enterprise
2. Business driven
3. Adopt core practices
• Helps teams be effective without
having to relearn the wheel
• Increases quality, predictability
and velocity
• Take learnings from Scrum, XP,
Kanban

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thinking
points
Requirements for Team-Level Agile (at Scale)
1. Work in context of
enterprise
2. Business driven
3. Adopt core practices
4. Practices tailored to the
team
• Variations must be accounted for
• Whether have cross-functional
teams
• Whether need iterations
• Level of team’s discipline
• Discipline of team’s interacting
with

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thinking
points
Requirements for Team-Level Agile (at Scale)
1. Work in context of
enterprise
2. Business driven
3. Adopt core practices
4. Practices tailored to the
team
5. Attend to culture
• Culture is unique to a company.
• Requiring change may be a mistake
but avoiding it usually is
• Must attend to culture and what
degree of change is appropriate

34. © Copyright Net Objectives, Inc. All Rights Reserved
1. The Beginnings – iterative development
2. The Rise & Challenge of Flow-Only Based Agile
3. Contrasting iterative and Flow-Only Based Agile
4. The Case for the Next Evolutionary Step for Agile
5. The Requirements for the Next Phase of Agile
6. Leanban – Continuing the Evolution of Agile
Agile Evolution’s Next Step: Introducing Leanban

35. © Copyright Net Objectives, Inc. All Rights Reserved
thinking
points
Requirements for Team-Level Agile (at Scale)
1. Work in context of
enterprise
2. Business driven
3. Adopt core practices
• Based on Lean principles
• Helps teams be effective without
having to relearn the wheel
• Increases quality, predictability
and velocity
• Take learnings from Scrum, XP,
Kanban

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What Methods Profess Vs
What Everyone Should Do
eXtreme Programming
Test-First Unit TDD
Paired Programming
Continuous Integration
Automated testing
Small batches
Self-organization
Daily standups
Focus on finishing

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Small batches
Self-organization
Daily standups
Focus on finishing
Everything visible
eXtreme Programming
Test-First Unit TDD
Paired Programming
Continuous Integration
Automated testing
What Methods Profess Vs
What Everyone Should Do

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Small batches
Self-organization
Daily standups
Focus on finishing
Everything visible
Explicit workflow
eXtreme Programming
Test-First Unit TDD
Paired Programming
Continuous Integration
Automated testing
What Methods Profess Vs
What Everyone Should Do

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Small batches
Self-organization
Daily standups
Focus on finishing
Everything visible
Explicit workflow
Manage WIP
eXtreme Programming
Test-First Unit TDD
Paired Programming
Continuous Integration
Automated testing
What Methods Profess Vs
What Everyone Should Do

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Small batches
Self-organization
Daily standups
Focus on finishing
Everything visible
Explicit workflow
Manage WIP
Use estimation & velocity
eXtreme Programming
Test-First Unit TDD
Paired Programming
Continuous Integration
Automated testing
What Methods Profess Vs
What Everyone Should Do

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Adopt Test-First at Acceptance Level
Small batches
Self-organization
Daily standups
Focus on finishing
Everything visible
Explicit workflow
Manage WIP
Use estimation & velocity
ATDD
XP
Test-First Unit TDD
Paired Programming
Continuous Integration
Automated testing

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Adopt Other Practices When Able
Small batches
Self-organization
Daily standups
Focus on finishing
Everything visible
Explicit workflow
Manage WIP
Use estimation & velocity
ATDD
LEAN-XP
Test-First Unit TDD
Paired Programming
Continuous Integration
Automated testing
Virtually everyone
should be trying to
do these
Virtually everyone
should be doing
these.

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thinking
points
Requirements for Team-Level Agile (at Scale)
1. Work in context of
enterprise
2. Business driven
3. Adopt core practices
4. Practices tailored to the
team
• Variations must be accounted for
• Whether have cross-functional
teams
• Whether need iterations
• Level of team’s discipline
• Discipline of team’s interacting
with

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call for Different Methods
Different Situations
Do we need iterations for planning?
Do we need iterations for discipline?
Can we adopt test-driven development?
Are our developers willing to pair?

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Determining Where to Start
Can cross-
functional
teams be
created?
No
Yes
Are
iterations
needed for
planning or
discipline?
Yes
No
Use Leanban with
cross-functional teams
and iterations
Use Leanban with a
pure flow model
without cross-
functional teams
Use Leanban with a
pure flow model with
cross-functional teams

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Plan decide on a practice (e.g., iterations)
Do that practice
Study the result (is it working out?)
Act on the results. Keep doing it?
Improve it? Do something new?
How To: Plan-Do-Study-Act
Plan
Do
Study
Act
Repeat

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Practice Value Provided Challenge Presented Alternative Method of
Getting Value
Time
Boxing
Cadence for:
• Input
• Output
• Demo
• Retrospection
Discipline
Small batches
Visibility In & Out
Velocity
Planning Method
Focus
Difficult to close out at end of time-box
No real backlog, but rather small items
come in on a regular basis making
planning difficult
Cost of time-box management high
Can have independent cadences
Must bring discipline to each story
since they make take longer than
should without it
Use small batches / stories
Use visual controls throughout
workflow
Measure velocity via cadence
Plan ahead if valuable
Take a value centric approach
Cross-
Functional
Team
Limits WIP
Reduces Handoffs
Improves Feedback
Short term delays in
workflow
Improves Collaboration
Improves learning
Certain key people must be spread
across several teams
Attending to flow while using as
close to a true team structure can
achieve these values
Kanban for key folks
Dynamic Feature Teams
Product
owner
Reduces unneeded features Team understands what needs to be
done
An equivalent “one-voice” is
needed regardless of method
How to Adopt a Better Practice

48. © Copyright Net Objectives, Inc. All Rights Reserved
Practice Value Provided Challenge Presented Alternative Method of
Getting Value
Time
Boxing
Cadence for:
• Input
• Output
• Demo
• Retrospection
Discipline
Small batches
Visibility In & Out
Velocity
Planning Method
Focus
Difficult to close out at end of time-box
No real backlog, but rather small items
come in on a regular basis making
planning difficult
Cost of time-box management high
Can have independent cadences
Must bring discipline to each story
since they make take longer than
should without it
Use small batches / stories
Use visual controls throughout
workflow
Measure velocity via cadence
Plan ahead if valuable
Take a value centric approach
Cross-
Functional
Team
Limits WIP
Reduces Handoffs
Improves Feedback
Short term delays in
workflow
Improves Collaboration
Improves learning
Certain key people must be spread
across several teams
Attending to flow while using as
close to a true team structure can
achieve these values
Kanban for key folks
Dynamic Feature Teams
Product
owner
Reduces unneeded features Team understands what needs to be
done
An equivalent “one-voice” is
needed regardless of method
How to Adopt a Better Practice

49. © Copyright Net Objectives, Inc. All Rights Reserved
Practice Value Provided Challenge Presented Alternative Method of
Getting Value
Time
Boxing
Cadence for:
• Input
• Output
• Demo
• Retrospection
Discipline
Small batches
Visibility In & Out
Velocity
Planning Method
Focus
Difficult to close out at end of time-box
No real backlog, but rather small items
come in on a regular basis making
planning difficult
Cost of time-box management high
Can have independent cadences
Must bring discipline to each story
since they make take longer than
should without it
Use small batches / stories
Use visual controls throughout
workflow
Measure velocity via cadence
Plan ahead if valuable
Take a value centric approach
Cross-
Functional
Team
Limits WIP
Reduces Handoffs
Improves Feedback
Short term delays in
workflow
Improves Collaboration
Improves learning
Certain key people must be spread
across several teams
Attending to flow while using as
close to a true team structure can
achieve these values
Kanban for key folks
Dynamic Feature Teams
Product
owner
Reduces unneeded features Team understands what needs to be
done
An equivalent “one-voice” is
needed regardless of method
How to Adopt a Better Practice

50. © Copyright Net Objectives, Inc. All Rights Reserved
Focus on outcomes, not practices
Outcome to
Achieve
Scrum Kanban What to Do
Coordination with
other teams
Time-boxes all in synch Use cadence all in synch Use time-boxes or cadence
Intra-Team
Collaboration
Cross-functional teams Insufficient, requires
attempting to create teams
Create teams to the extent possible
Team in synch Daily standup Visual Control, daily standup Visual control, daily standup
Reality check Things not done at end
of sprint are clear
Cycle time. Insufficient,
requires tracking size of
stories
Manage
Developer / tester
relationship
Skills, but not roles.
End of sprint checkpoint
Insufficient, ignores issue Time-boxing OR discipline with small
stories
ATDD highly recommended
Predictability of
work done
Estimation and velocity
Insufficient if don’t
manage WIP
Insufficient, requires
estimation
Estimation and velocity, Manage
interruptions, Reduce technical debt
Smooth transition Often insufficient if
teams don’t exist prior
to transition
Can control rate of transition Use MBIs, create teams to the extent
possible, sequence work, use ATDD
Reduce Technical
Debt
Use XP style technical
practices
Ignores Use test-first methods (ATDD/TDD),
Continuous integration, Emergent Design

51. © Copyright Net Objectives, Inc. All Rights Reserved
Focus on outcomes, not practices
Outcome to
Achieve
Scrum Kanban What to Do
Coordination with
other teams
Time-boxes all in synch Use cadence all in synch Use time-boxes or cadence
Intra-Team
Collaboration
Cross-functional teams Insufficient, requires
attempting to create teams
Create teams to the extent possible
Team in synch Daily standup Visual Control, daily standup Visual control, daily standup
Reality check Things not done at end
of sprint are clear
Cycle time. Insufficient,
requires tracking size of
stories
Manage
Developer / tester
relationship
Skills, but not roles.
End of sprint checkpoint
Insufficient, ignores issue Time-boxing OR discipline with small
stories
ATDD highly recommended
Predictability of
work done
Estimation and velocity
Insufficient if don’t
manage WIP
Insufficient, requires
estimation
Estimation and velocity, Manage
interruptions, Reduce technical debt
Smooth transition Often insufficient if
teams don’t exist prior
to transition
Can control rate of transition Use MBIs, create teams to the extent
possible, sequence work, use ATDD
Reduce Technical
Debt
Use XP style technical
practices
Ignores Use test-first methods (ATDD/TDD),
Continuous integration, Emergent Design

52. © Copyright Net Objectives, Inc. All Rights Reserved
Focus on outcomes, not practices
Outcome to
Achieve
Scrum Kanban What to Do
Finish stories
quickly
Time boxes, small stories Managing WIP helps.
Still insufficient as
may not break stories
down small enough
Time boxes OR discipline to complete stories
quickly. Decompose to small stories using
<given> <when> <then> story format.
Minimal delays
in workflow
Cross-functional Teams
Use small stories
Manage WIP Cross-functional teams, Manage WIP
Use small stories
Short feedback
cycles
Use small stories
Product owner and cross-
functional teams
Manage WIP
Insufficient – requires
discipline
Use small stories, Manage WIP
Product owner and cross-functional teams
Balanced
workload
Pull work based on velocity Manage WIP Pull work based on velocity
Manage WIP

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Create Checklists
Practice What It Achieves Doing?
Explicit workflow Enables everyone to know what’s happening. Facilitates learning
Daily standups Keeps people informed (often not needed if co-located)
Make everything visible Facilitates learning and management. Detect challenges.
Common cadence/sprints Enables early synchronization of different teams
Build incrementally and iterate on the
increments
Short feedback cycles and learning
Focus on finishing Avoid too much WIP, look for opportunities to collaborate
Do continuous integration Detect out of synchronization errors
Estimate work items and compute
velocity (unless a maintenance group)
Validates understanding of items being worked on by the teams.
Facilitates planning.
Work in small batches Faster feedback. Easier to avoid workflow delays. Enables people
moving around as needed.
Use small stories Faster feedback. Easier to avoid workflow delays. Enables people
moving around as needed.
Manage work in process (WIP) Eliminate delay, speed up feedback
Create cross-functional teams to the
extent possible
Eliminate delay, speed up feedback, learn faster
Use test-first methods Better understand what is needed, convey this better, improve
collaboration between dev and test, facilitate automation of test
Paired Programming Collaboration, shared knowledge of code base, increased discipline

54. © Copyright Net Objectives, Inc. All Rights Reserved
thinking
points
Requirements for Team-Level Agile (at Scale)
1. Work in context of
enterprise
2. Business driven
3. Adopt core practices
4. Practices tailored to the
team
5. Attend to culture
• Culture is unique to a company.
• Requiring change may be a mistake
but avoiding it usually is
• Must attend to culture and what
degree of change is appropriate

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Telling people
“Just do it”
just doesn’t
do it

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When an organization starts at the team level, the
teams learn local optimizations which they later
have to give up when they consider the entire
value stream.
When an organization starts with the whole in
mind, the teams improve as much as they can
within this larger context.
Bottom up? Holistic? Consider …

57. © Copyright Net Objectives, Inc. All Rights Reserved
thinking
points
Requirements for Team-Level Agile (at Scale)
1. Work in context of
enterprise
2. Business driven
3. Adopt core practices
4. Practices tailored to the
team
5. Attend to culture
6. How teams work
together
• Teams coordinate using Lean
principles
• Many approaches
• Core teams
• Dynamic Feature Teams
• Shared backlogs

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Challenge:
Can only create a few cross-functional teams

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Solution:
use Kanban for others
Create those you can,

60. review
© Copyright Net Objectives, Inc. All Rights Reserved 60
Summary
 Scrum, XP and Kanban are all partial
implementations of Lean that we can learn from
 If we drop the labels and certifications and come
from Lean we can see what works best
 Leanban is based on Lean-Thinking
 It includes what everyone should be doing
 It provides a way to see how to tailor it
 It provides a way to see how to adopt new
practices as needed

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Lean Management
Project Management
technical
Lean for Executives
Product Portfolio Management
Business Product Owner
Product Owner
Onsite SPC
Leading SAFe®
Agile Architecture
Product Manager/PO
Leanban / Kanban / Scrum
ATDD / TDD / Design Patterns
ASSESSMENTS
CONSULTING
TRAINING
COACHING
Questions?
www.netobjectives.com/leanban