In this deck from DevNexus 2014, Cory Foy covers Agile, Scrum, Kanban and Lean and helps you decide between them when you begin your adoption

1. Scrum vs Kanban
Cory Foy
@cory_foy
foyc@coryfoy.com
Tuesday, February 25, 14

2. prettykoolapps.com
blog.coryfoy.com
Cory Foy
foyc@coryfoy.com
@cory_foy
Tuesday, February 25, 14
My name is Cory Foy and my background includes all of those. Through my company, I and
my colleagues with with organizations large and small helping adopt agile and lean practices
and principles. But my background is also from a software side. I have clients that I do
software development for, and I also serve as CTO of Pretty Kool Apps, building mobile apps
for kids and therapists. So my approach to the process side isn’t from the traditional PM
perspective, but from a “how is this best for the teams on the ground” approach. You can
also see this in my posts on my blog, where you’ll be able to find these slides after the
conference. Ok, enough shameless self-promotion, because I want to start with Agile.

3. Agile
Tuesday, February 25, 14
When I asked how many of you “do Agile” what came in to your mind was likely the thought
of agility, gracefully dancing across your software product.

4. Agile
/ˈajəl/
1. Doesn’t Exist
2. Describes project
management that wants to
seem “hip”
3. May refer to the Agile
Manifesto, or one of the myriad
of frameworks and
methodologies sprung from the
manifesto, or a collection of
practices and tools which
somewhat resemble one of the
myriad of frameworks and
methodologies under the agile
manifesto
http://www.flickr.com/photos/b1ue5ky/3621908203
Tuesday, February 25, 14
But oftentimes when I ask people who say they do agile what they actually do, it becomes a
little stranger. While I’m sure ironing on the top of a flipping SUV does require great agility,
it’s not quite what I think of. In fact, if we were to define agile...

5. Tuesday, February 25, 14
In fact, it might even go as far as this. But even if an Agile Methodology doesn’t exist, the
agile movement has create some really valuable elements, starting with the agile manifesto

6. Tuesday, February 25, 14
What happened was just over 10 years ago people who had been well versed in heavyweight
processes got together to say there must be a better way. Some of them had already begun
working towards other ways. But in coming together they found agreement in this 4 values

7. Continuous Delivery
12 Principles
Welcome Change
Deliver Frequently
Business + Development
Trust Teams
Talk Face-to-Face
Measure via Working Software
Sustainable Pace
Technical Excellence
Simplicity
Self-Organizing Teams
Continuous Improvement
Tuesday, February 25, 14
These 4 values and 12 principles have been behind many of the methodologies and
frameworks in the agile movement, including

8. Tuesday, February 25, 14
things like XP, Crystal, DaD, DSDM, AUP and many others. The goal behind all of these is to
respond to change faster, delivering better value in a lightweight fashion. In fact, Alistair’s
Crystal methodology defines various levels depending upon the adoption. But the arguably
best known of these is

9. Scrum
http://www.flickr.com/photos/royskeane/413103429
Tuesday, February 25, 14
In Scrum, the visual is that we all come together to move the ball forward. And I want to
spend a little bit of time explaining what Scrum is so we can see how it ties together. So
where did Scrum come from?

10. Scrum
- A Project Management Framework
- Designed to Protect Teams
- Focuses on Delivering Chunks of Value
Tuesday, February 25, 14
Scrum came about as a way to protect teams from micromanagement...We think of Scrum as
the 3 of 3s

11. Scrum
“3 of 3s”
3 Roles
3 Meetings
3 Artifacts
ScrumMaster
Product Owner
Team
Sprint Planning
Sprint Review
Daily Standup
Retrospective
Product Backlog
Sprint Backlog
Scrum Board
Impediment Board
Tuesday, February 25, 14

12. Scrum
Tuesday, February 25, 14

13. Scrum
Sprint Planning
No
Retrospective
No
Ship and
Party!
Yes
Done?
Sprint Demo
Tuesday, February 25, 14
Product
Backlog
In
Sprint?
Yes
Daily Standup
Do Work
Repeat
Daily

14. Scrum
Scaling Scrum
“75% of those organizations using
Scrum will not succeed in getting
the benefits that they hope for
from it”
- Ken Schwaber
Tuesday, February 25, 14

15. Scrum
Scaling Scrum
Scrum of Scrums
Product Owner Teams
Large Scale Retrospectives
Tuesday, February 25, 14

16. Scrum
Scaling Scrum
Tuesday, February 25, 14
The problem is that many of the approaches to scaling are highly prescriptive. People want to
know the “how” just long enough to understand the “why”. And our tools have to support
this.

17. “In posing this
question, they were
not asking about
specific
techniques...[but]
what are the key
principles to guide
our actions?”
Tuesday, February 25, 14
Womack and Jones ran into this problem as well. Executives are typically smart people - they
may not know the lingo, but they can understand success in many cases.

18. http://www.flickr.com/photos/toyotamheurope/6250072249
Tuesday, February 25, 14
Not only for us working together, but for our entire team and organization. After all, teams
are made up of people. And people have different points of views, expectations, visions, and
goals. We need a way to work within all of that - and prescribing to them how to work
without getting feedback from them will miss many valuable learning opportunities.

19. Lean
Use Pull Systems to Avoid Overproduction
Continuous Process Flow
Level Out the Workflow
Stop to Fix Problems
Use Visual Controls
Use Standardized Tasks and Processes
Become a Learning Organization (hansei / kaizen)
Tuesday, February 25, 14
This approach of using empirical data to define and improve our processes, was labeled
“Lean” by Womack and Jones as a way of signaling being able to do more and more with less
and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to
highlight here

20. Lean
Use Pull Systems to Avoid Overproduction
Continuous Process Flow
Level Out the Workflow
Stop to Fix Problems
- Provide customers what
they want, when they want
it, in the amount they want
Use Visual Controls
Use Standardized Tasks and Processes
Become a Learning Organization (hansei / kaizen)
Tuesday, February 25, 14
This approach of using empirical data to define and improve our processes, was labeled
“Lean” by Womack and Jones as a way of signaling being able to do more and more with less
and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to
highlight here

21. Lean
Use Pull Systems to Avoid Overproduction
Continuous Process Flow
Level Out the Workflow
Stop to Fix Problems
- Bring Problems to the
Surface
- Reduce to zero the
amount of time work is idle
Use Visual Controls
Use Standardized Tasks and Processes
Become a Learning Organization (hansei / kaizen)
Tuesday, February 25, 14
This approach of using empirical data to define and improve our processes, was labeled
“Lean” by Womack and Jones as a way of signaling being able to do more and more with less
and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to
highlight here

22. Lean
Use Pull Systems to Avoid Overproduction
Continuous Process Flow
Level Out the Workflow
Stop to Fix Problems
- Unevenness causes waste
in forecast, planning and
production, so work
towards smooth work
Use Visual Controls
Use Standardized Tasks and Processes
Become a Learning Organization (hansei / kaizen)
Tuesday, February 25, 14
This approach of using empirical data to define and improve our processes, was labeled
“Lean” by Womack and Jones as a way of signaling being able to do more and more with less
and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to
highlight here

23. Lean
Use Pull Systems to Avoid Overproduction
Continuous Process Flow
Level Out the Workflow
Stop to Fix Problems
- Build into the system the
capability of detecting
problems
- Control of Error
Use Visual Controls
Use Standardized Tasks and Processes
Become a Learning Organization (hansei / kaizen)
Tuesday, February 25, 14
This approach of using empirical data to define and improve our processes, was labeled
“Lean” by Womack and Jones as a way of signaling being able to do more and more with less
and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to
highlight here

24. Lean
Use Pull Systems to Avoid Overproduction
Continuous Process Flow
Level Out the Workflow
Stop to Fix Problems
Use Visual Controls
- Use simple visual
indicators to know if in
standard condition or
deviation
- Reports should be one
page, even financial reports
Use Standardized Tasks and Processes
Become a Learning Organization (hansei / kaizen)
Tuesday, February 25, 14
This approach of using empirical data to define and improve our processes, was labeled
“Lean” by Womack and Jones as a way of signaling being able to do more and more with less
and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to
highlight here

25. Lean
Use Pull Systems to Avoid Overproduction
Continuous Process Flow
Level Out the Workflow
Stop to Fix Problems
Use Visual Controls
- Use stable, repeatable
methods
- Capture the current
method, learn from it, then
capture the new method
Use Standardized Tasks and Processes
Become a Learning Organization (hansei / kaizen)
Tuesday, February 25, 14
This approach of using empirical data to define and improve our processes, was labeled
“Lean” by Womack and Jones as a way of signaling being able to do more and more with less
and less - in a good way. They identified 14 principles of Lean, 7 of which I chose to
highlight here

26. Lean
Use Pull Systems to Avoid Overproduction
Continuous Process Flow
Level Out the Workflow
Stop to Fix Problems
- Hansei - Relentless
Reflection
- Kaizen - Continuous
Improvement
Use Visual Controls
Use Standardized Tasks and Processes
Become a Learning Organization (hansei / kaizen)
Tuesday, February 25, 14
These principles formed the basis of what Womack and Jones saw as Lean thinking across
industries. Then, in 2003, Tom and Mary Poppendieck

27. Lean
Eliminate Waste
Amplify Learning
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
Tuesday, February 25, 14
published one of the first books bridging the gap to the software world. In it, they took the
14 principles and boiled them down to 7 principles and 22 tools.

28. Lean
Eliminate Waste
Amplify Learning
- Waste are things not directly tied
with bringing value to a customer
- Value is something someone
would pay for
- Queues, Delays, Rework
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
Tuesday, February 25, 14

29. Lean
Eliminate Waste
Amplify Learning
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
Tuesday, February 25, 14
- Every solution we create is
unique
- Our product is about what
is used, rather than how well
it met the requirements
- Feedback is critical

30. Lean
Eliminate Waste
Amplify Learning
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
Tuesday, February 25, 14
- We decide Schedule, Scope,
Cost at the beginning of a
project
- Don’t make critical decisions
when you know the least!

31. Lean
- The longer work is in
progress, the more time it has
to collect bugs
- Once you’ve decided a
Eliminate Waste
feature is necessary, deliver it!
Amplify Learning
- Unrealized features are
inventory
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
Tuesday, February 25, 14

32. Lean
Eliminate Waste
Amplify Learning
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
Tuesday, February 25, 14
- Most people want to do the
best job they can
- Let them help set and
understand policies

33. Lean
Eliminate Waste
Amplify Learning
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
Tuesday, February 25, 14
- Perceived vs Conceptual
Integrity
- Focus on Quality from the
beginning

34. Lean
Eliminate Waste
Amplify Learning
Decide as Late as Possible
Deliver as Fast as Possible
Empower the Team
Build Integrity In
See the Whole
Tuesday, February 25, 14
- Systems Thinking
- Root Cause Analysis
- Retrospectives
- Visualization

35. Lean
Systems Thinking
Tuesday, February 25, 14
The idea of systems thinking is one of the most critical, because it highlights that if we want
to change behaviors, we have to change the system which produced the behaviors. For
example, a companies culture comes out of peoples’ experiences, so if you want to change
the culture, you have to change the way they are managed. Therefore, if our goal is to slap
our name on something, then we can adopt whatever we want. But if we want to truly affect
change, we need a process which can help us adapt to where the real issues are

36. Kanban
Tuesday, February 25, 14
While Mary and Tom’s book introduced several tools to implement the principles, in 2010,
David Anderson published a book introducing the idea of Kanban in the technology world.
Kanban literally means card - it’s a signaling mechanism

37. Kanban
/kahn-bahn/
Tuesday, February 25, 14
While Mary and Tom’s book introduced several tools to implement the principles, in 2010,
David Anderson published a book introducing the idea of Kanban in the technology world.
Kanban literally means card - it’s a signaling mechanism

38. Kanban
/kahn-bahn/
Tuesday, February 25, 14
While Mary and Tom’s book introduced several tools to implement the principles, in 2010,
David Anderson published a book introducing the idea of Kanban in the technology world.
Kanban literally means card - it’s a signaling mechanism

39. Kanban
/kahn-bahn/
Tuesday, February 25, 14
While Mary and Tom’s book introduced several tools to implement the principles, in 2010,
David Anderson published a book introducing the idea of Kanban in the technology world.
Kanban literally means card - it’s a signaling mechanism

40. Kanban
5 Steps to Kanban
- Visualize Workflow
- Limit Work-in-Progress
- Measure and Manage Flow
- Make Process Policies Explicit
- Use Models to Recognize
Improvement Opportunities
Tuesday, February 25, 14
But Kanban is also a system with five key properties that have been observed in teams which
are successful with it. Those are

41. Kanban
5 Steps to Kanban
- Visualize Workflow
- Limit Work-in-Progress
- Measure and Manage Flow
- Make Process Policies Explicit
- Use Models to Recognize
Improvement Opportunities
Tuesday, February 25, 14

42. Tuesday, February 25, 14

43. Tuesday, February 25, 14

44. Kanban
5 Steps to Kanban
- Visualize Workflow
- Limit Work-in-Progress
- Measure and Manage Flow
- Make Process Policies Explicit
- Use Models to Recognize
Improvement Opportunities
Tuesday, February 25, 14

45. Tuesday, February 25, 14
WIP Limits, Expedite Lanes, Queues

46. Kanban
5 Steps to Kanban
- Visualize Workflow
- Limit Work-in-Progress
- Measure and Manage Flow
- Make Process Policies Explicit
- Use Models to Recognize
Improvement Opportunities
Tuesday, February 25, 14

47. Tuesday, February 25, 14

48. Kanban
5 Steps to Kanban
- Visualize Workflow
- Limit Work-in-Progress
- Measure and Manage Flow
- Make Process Policies Explicit
- Use Models to Recognize
Improvement Opportunities
Tuesday, February 25, 14

49. Tuesday, February 25, 14

50. Kanban
5 Steps to Kanban
- Visualize Workflow
- Limit Work-in-Progress
Systems Thinking
- Measure and Manage Flow
Theory of Constraints
- Make Process Policies Explicit
Muda (Waste)
- Use Models to Recognize
Improvement Opportunities
Tuesday, February 25, 14

51. Kanban
Muda (Waste)
Tuesday, February 25, 14

52. Kanban
vs
Scrum
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Tuesday, February 25, 14

55. Kanban
vs
Scrum
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Tuesday, February 25, 14

58. Recreating Scrum
with Kanban
Sprint
Planning
(2 Weeks)
1 Week!
2 Weeks!
2 Weeks!
(2 Weeks)
Sprint
Demo
Velocity
2 Week Sprint
Retros
(2 Weeks)
On Demand!
2 Weeks!
http://blog.coryfoy.com/2011/07/recreating-scrum-using-kanban-and-explicit-policies/
Tuesday, February 25, 14

59. Tuesday, February 25, 14

60. Tuesday, February 25, 14
What about standups? The board answers our questions, so the standups become about
focusing on flow, since everything else is visualized (Inventory in UAT)

61. Tuesday, February 25, 14

62. Kanban vs Scrum
Scrum
Kanban
Need a set of prescriptive
practices
Are unique in any way
Work in timeboxes
Can work in timeboxes, but
have work which takes
longer
In a Scrum Environment
In a Lean Six Sigma
environment
Want to enable collaboration
Need to protect the team
and reflection
Tuesday, February 25, 14

63. Kanban
vs
Scrum
Scrum when you need an adoption with prescriptive
practices and can work in a cycle
Kanban with visual boards, cadence and explicit
policies for everything else
Tuesday, February 25, 14

64. Tuesday, February 25, 14

65. prettykoolapps.com
blog.coryfoy.com
Cory Foy
foyc@coryfoy.com
@cory_foy
Tuesday, February 25, 14