Scrum and Kanban are frameworks designed to help manage work and perform process improvement at the team level. In this class we will explore Scrum, Kanban, and what XP has to say about work management. We’ll discuss the key practices involved in applying these frameworks, the differences between them, and which situations to use them in.

1. i290 lean/agile product management
unit 8: managing work
@jezhumble
https://leanagile.pm/
humble@berkeley.edu
This work © 2015-2017 Jez Humble
Licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

2. practice working in cadence
know values, principles, practices of scrum, xp, kanban
understand goals of these frameworks
distinguish what is and isn’t essential
consider key metrics and the effect of measurement
learning outcomes

3. the production line
http://www.flickr.com/photos/toyotauk/4711057997/

4. agile principles
•Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
•Welcome changing requirements, even late in development. Agile processes harness change
for the customer's competitive advantage.
•Deliver working software frequently, from a couple of weeks to a couple of months, with
a preference to the shorter timescale.
•Business people and developers must work together daily throughout the project.
•Build projects around motivated individuals. Give them the environment and support they
need, and trust them to get the job done.
•The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
•Working software is the primary measure of progress.
•Agile processes promote sustainable development.
The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
•Continuous attention to technical excellence and good design enhances agility.
•Simplicity--the art of maximizing the amount of work not done--is essential.
•The best architectures, requirements, and designs emerge from self-organizing teams.
•At regular intervals, the team reflects on how to become more effective, then tunes and
adjusts its behavior accordingly.

5. how to make money
• have cute animals
• attract investment
• attract visitors
• keep visitors safe

6. lego xp game
• customer writes stories
• developers estimate stories
• team plans iteration
• devs implement the story
• customer accepts (or not)

7. tracking

8. lego xp game
• 5m to plan & estimate
• 5m to implement stories
• 2m to showcase stories
• 5m to tally & retrospect
• Please don’t draw on bricks!

9. after development
• estimates vs actuals
• velocity as capacity planning
• retrospective

10. xp scrum kanban
values
communication,
simplicity, feedback,
courage, respect.
commitment,
courage, focus,
openness, & respect
-
principles 14 principles
empirical process
control; transparency,
inspection,
adaptation
start where you are;
incremental evolutionary
change; respect existing
roles, responsibilities &
job titles
practices 13 practices 3 artifacts, 5 events
visualize work, limit WIP,
manage flow, make mgmt
policies explicit, improve
collaboratevely
roles
whole team including
customer
product owner, scrum
master, development
team
use existing
cadence 1-2 week iterations 2-4 week iterations flow-based (no iterations)
measuring velocity velocity + burndown lead time

13. tracking progress
Cumulative Flow Diagram (CFD) / burn up chart / turndown chart / finger diagram

14. value stream mapping

15. unstated assumptions
• must I release on every iteration boundary?
• who prioritizes and how?
• what’s the best way to break down work?

16. agile principles
“At regular intervals, the team reflects
on how to become more effective, then
tunes and adjusts its behavior
accordingly.”
http://agilemanifesto.org/principles

17. to propose experiments for getting better
held at regular intervals (weekly / biweekly / monthly)
to reflect on—and learn from—the past as a team
many possible exercises
retrospectives

18. retrospective exercises

19. retrospective prime directive
“Regardless of what we discover, we
understand and truly believe that
everyone did the best job they could,
given what they knew at the time, their
skills and abilities, the resources
available, and the situation at hand.”
— Norm Kerth

20. further reading
• Extreme Programming Explained: Embrace Change (2nd Edition) by
Kent Beck and Cynthia Andres
• Kanban: Successful Evolutionary Change for Your Technology Business by
David J Anderson