SCRUM has become the de-facto agile project management methodology for many software projects. I've been using SCRUM with my team for about two years, but we've hit a performance plateau. In this presentation, I share some techniques and experience in combining Kanban with SCRUM to manage flow of work and improve team productivity in identifying and managing bottlenecks.
5. Making Aeroplanes
(Push) can make and
1. Stations
complete their task as
fast as they want and
push to the next station
2. QA station at the end will
verify if airplane build to
specification and approve
or reject
6. Making Aeroplanes
(Push) can make and
1. Stations
complete their task as
fast as they want and
push to the next station
2. QA station at the end will
verify if airplane build to
specification and approve
or reject
7. Making Aeroplanes
(Push) can make and
1. Stations
complete their task as
fast as they want and
push to the next station
2. QA station at the end will
verify if airplane build to
specification and approve
or reject
8. WIP
limit:1
Making Aeroplanes
(Pull) can start work
1. A station
WIP
limit:1
WIP
limit:1
only if there is a unit
work unit in the
preceding kanban
2. A station can play a
work unit only if the
succeeding kanban is
empty
3. QA will approve or
reject accordingly
WIP
limit:1
9. Typical Outcome
To manufacture 20 airplanes
Push Run
Pull Run
Total Time
8:40
9:15
Time per airplane
26.0s
27.8s
Rejected/Passed
7/13
2/18
Time per shippable airplane
40.0s
30.8s
19. What have I learnt?
• Work stages and WIP limits reflect team organization and
values
• I focus less on burn-down and more on burn-up and
cumulative flow
• Team more focused on delivering value, not starting new
work
3 roles – Product Owner (what & why), Dev Team (how & when), Scrum master (support)3 Artifacts – Product Backlog, Sprint Backlog, Method of Measurement (e.g. burndown chart)5 Rituals – Sprint Planning, Story Sizing, Daily Standup, Sprint Review, Sprint Retrospective5 Values – Focus, Courage, Openness, Commitment, Respect
Examples of KanbanAuto-workshopStarbucks (picture)How to measure and improve?What is measured? Throughput – whaever of value.Founded by TaichiOhno at ToyotaPull / demand based schedulingBasic PrinciplesVisualize WorkflowLimit Work in Progress (WIP)Measure and Improve Flow
Next slide is to have the measurements (cycle time, overall, etc.)Need to explain and set up WIP boxes on table.Pick the right team member or have two lines in competition
More on cumulative flow
Not visible on projector
What went well?-------------------Material valuableTo improve:Be more prepared – don’t forget what I want to sayBring a starbucks cup (kanban example)More on Kanban – strengthen the kanban slide(s) – more examples in daily lifeBenefits of Kanban – value of kanban. Benefits to Toyota – more on history/backgroundToo plain – more visuals/attrativeVoice louder/clearer/rate of speechMy team’s improvement after implementing KanbanBefore and after cum flow- More on how I implemented kanban and defined work stages and wip limitsKanban – wip signalsReal world example of how to interpret the WIP limitsCan adapt airplanes to software?Consider a third roundKanban – continuous experimentation and improvement and measure – Deming’s PDCA- One station just drawing? Some complicated picture – easier to failIn parallel?