Scrumban Management Framework,Scrum Framework, Lean Principles, Just In Time- Software Development, Scrumban vs Scrum Vs Kanabn, Methodology

1. Scrumban
Mohammed Redwan Al-Jannan
rjannan@outlook.com

2. Agenda
 Scrumban Management Framework
 Scrum Framework
 Lean Principles
 Just In Time- Software Development
 Scrumban vs Scrum Vs Kanabn
 Methodology

3. Scrumban Management Framework
Scrum Kanban Scrumban
Scrumban is a management framework that emerges when
teams employ Scrum as their chosen way of working and use
the Kanban Method as a lens through which to view,
understand and continuously improve how they work
Scrumban was created as an attempt to make it
easier for existing Scrum teams to begin
exploring Lean and Kanban concepts.

4. Scrum

5. Lean Principles 1
Eliminate waste
• Partially done work
• Extra processes
• Extra features
• Task switching
• Waiting
• Motion
• Defects
• Management activities
Amplify learning
• learning process
• short iteration cycles
• Refactoring
• integration testing
• Short Feedback Sessions

6. Lean Principles 2
Decide as late
as possible
• uncertainty
• options-based
approach
• delaying
decisions
• uncertain
assumptions
• customers realize
needs better
Deliver as fast
as possible
• small iterations
• without major
defect
• Feedback for
next iteration
• With speed,
decisions can be
delayed
• until gain better
knowledge
Empower the
team
• Managers tell the
workers
• how to do
• Roles are turned
• Developer not
resource
• No disturbe
• motivation
• higher purpose

7. Lean Principles 3
Build
Integrity In
• Free from “flaw”:
prioritized Product
Backlog
• Free from “defect” TDD
• Free from “decay”
Refactoring
See the
whole
• root causes of defects
• should be found
• and eliminated
• Think big
• act small
• fail fast
• learn rapidly

8. Just In Time- Software Development
This requires transparency of the process, which is also beneficial for team communication.
and prompts for any inputs needed from colleagues or the customer.
what is to be done today and tomorrow,
each member of the team reviews what has been done yesterday,
each morning during a stand-up meeting,
Thus the work organization changes into self-pulling system
the developers estimate the time needed for the implementation of each card.
This could be simply presented in small cards or stories
At the beginning, the customer provides the needed input.
team organize itself and divide the tasks for accomplishing the needed result for a specific iteration.
This is achieved by presenting the needed result

9. SCRUM KANBAN SCRUMBAN
Board / Artifacts
simple board
product backlog
sprint backlog
product increment
burndown chart
mapped on the process board mapped on the process board
Ceremonies
daily scrum
sprint planning
sprint review
sprint retrospective
none required
daily scrum
other scrum related ceremonies
IF needed
Prioritization
Part of backlog grooming, done
by PO.
Out of the process. Backlog
should be prioritized.
Out of the process. Backlog
should be prioritized.
Who feeds the work in progress
(“brings new work”)?
PO
Depends on defined roles and
necessities
Depends on defined roles and
necessities
Iterations yes (sprints) no (continuous flow)
not mandatory (continuous
flow); could have sprints
Estimation yes (ID, SP,…) no (similar size work items) (a) no (similar size work items) (a)
Scrumban vs Scrum Vs Kanabn- 1

10. Teams Recommended cross functional cross functional / specialized cross functional / specialized
Roles
Product Owner
Scrum Master
Team
as needed Team + needed roles
Teamwork collaborative based on pull approach based on pull approach
WIP (work-in-progress limit)
planned for the duration of the
sprint
controlled by workflow state controlled by workflow state
Changes to work scope should wait for next sprint added as needed (JIT) added as needed (JIT)
Product backlog
prioritized list of user stories
(estimated)
no (JIT) no (JIT)
Impediments addressed immediately addressed immediately (b) addressed immediately (b)
When does it fit?
Product development
Small value adding increments
development possible
Requirements in good shape
Support/ Maintenance work
(operational level)
Product development (unclear
vision)
Evolving requirements (no clear
roadmap)
Need to include support/
maintenance (event driven)
work in the process
Scrumban vs Scrum Vs Kanabn- 2

11. Methodology
Iterations
On-demand planning
Prioritization
Bucket size planning
The board
WIP limits
The team
Pull principle
Feature freeze
Triage

12. Methodology- Iterations
 Short iterations to insure adoption for the changes
 Iteration Length
 Number of user stories
 Team velocity
 Ideal Iteration length depends on work process for each team
 Recommendation maximum two weeks length

13.  Associated with the number of tasks left on the “To-Do” section
 When it goes down to certain number the planning event triggered
 This number depends on
 team velocity
 the time required to plan the next iteration which added to the “To Do” Section
Methodology- On-demand planning

14.  During the planning the tasks added to the board with marked priorities
 Help team with tasks selection
 The most important tasks are put at the top and the less important tasks
below
Methodology- Prioritization

15.  moving the plans through a few steps, Three buckets
 1-year bucket is dedicated for long-term goals that the company has, like
penetrating a new market, releasing new product
 6-month bucket the main requirements of this plan are crystallized
 3-month bucket clear tasks to be completed by the project team
Methodology- Bucket size planning

16.  To Do: Adding the tasks after planning
 Doing: Team member ready to work on the task move it to this section
 Done: after finish
 Definition of Done
 Visualize process
 The most common add-ons include priority columns in the To Do section and
columns like Design, Manufacturing, Testing in the Doing section.
Methodology- The Board

17.  Team member should be working on no more than one task at a time
 To make sure this rule is followed Scrumban uses WIP (work in progress) limit.
 This limit is visualized on top of the Doing section
 In order to have more productive planning meetings the number of tasks in
the To Do section can be limited as well
Methodology- The Board -2

18. Methodology- The Team
 No need for specific number of team members
 Each team member chooses which task from the To Do section
 This guarantees a smooth process flow, where all the team members are
equally busy at all times

19. Methodology- Feature freeze
 Feature freeze is used in Scrumban when the project deadline is approaching.
 It means that only the features that the team already has for development
can still be worked on and no additional features can be added

20. Methodology- Triage
 Triage usually happens right after feature freeze. With an approaching
project deadline
 the project manager decides which of the in-development features will be
completed and which will stay unfinished.
 This guarantees that the team can focus on finishing important features
before the project deadline and forget the less important ones