View source for New Hybrid Methodology: Scrumban

''Developed by Alvaro Martin Sanchez''

Nowadays, the business market is more competitive than ever. Companies need to rebrand themselves to new methodologies that make their projects successful within quality, time, and budget. Agile Project Management is a highly discussed topic that potentially improves organizations. Scrumban, a new hybrid methodology is starting to be implemented more frequently.<ref> [4]  K. N. Rao, G. K. Naidu, and P. Chakka, "A study of the Agile software development methods, applicability and implications in industry," International Journal of Software Engineering and its applications, vol. 5, pp. 35-45, 2011.  </ref> The aim of this article is to develop from the insights of Scrumban, the APM set of values and principles that companies should stick to, and therefore they will boost their project's performances.
 

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= Introduction to Agile Project Management =


First, it is necessary to explain the basics of the new transition to Scrum and Kanban. This is the use of agile development methods in software development and project management, this has become very popular in a world demanding support for constant change and innovation.  Agile development is defined as an excellent fit when circumstances require that the project is ambitious, there is a need for modifying deliverables with frequent input from the customer, and where rapid delivery is necessary.<ref> What is Agile?, https://agileinsights.wordpress.com/tag/a gile-development/, 26 August 2013ç </ref>
The essence of agile software development is to break a software project into small increments and then to continuously adapt to changing circumstances. This allows for quick response to new requirements and unexpected problems. The goal is to deliver working software frequently, rather than waiting until the end of the project to deliver a complete and perfect product. There are several different agile software development methods, but all of them share some common characteristics: 
*	They are iterative, meaning that the project is divided into a series of short cycles, or iterations. In each iteration, the team completes a small amount of work and then evaluates what was done to see if it meets the requirements;
*	They are flexible, meaning that the team can adapt to changing circumstances; 
*	They are collaborative, meaning that team members work together closely to coordinate their efforts; 
*	They are responsive to change, meaning that the team is willing to change its plans in response to new requirements or unexpected problems; 
There are several agile software development methods, but the most popular one is Scrum.<ref>   K. N. Rao, G. K. Naidu, and P. Chakka, "A study of the Agile software development methods, applicability, and implications in industry," International Journal of Software Engineering and its applications, vol. 5, pp. 35-45, 2011.  </ref>

==Traditional methodology: Waterfall==

Waterfall methodology is a sequential software development process model in which software development phases are sequentially executed and their outputs are used as input for the next phase.

The Waterfall model was created when software development was done by small teams of people who were co-located in the same room. The sequential model worked well in these situations because changes were easy to communicate, and everyone was aware of the project's status. As software development evolved and became more complex, it became more difficult to follow a sequential model. The Waterfall model also has the disadvantage of not being able to test the software until it is completed, which can lead to problems in the final product.<ref> 3.	(PDF) Antecedents of Preference for Agile Methods: A Project Manager Perspective. Available from: https://www.researchgate.net/publication/323378670_Antecedents_of_Preference_for_Agile_Methods_A_Project_Manager_Perspective</ref>

==When to use waterfall or agile==

The Waterfall model has been replaced by the Agile model, which allows for more flexibility and allows for changes to be made as the project progresses. The waterfall is often used for projects where requirements are clear and do not change, such as in the manufacturing or construction industries, the customer interaction is often less frequent and less direct, and the ability to change requirements is more limited.
This approach can be seen as more restrictive as it does not allow for changes or feedback once a phase has been completed.<ref> M. Stoica, M. Mircea, B. Ghilic-Micu, Software Development: Agile vs. Traditional, Informatica Economică, vol. 17 no. 4/2013, pp. 64-76, pg. 73-74, DOI: http://dx.doi.org/10.12948/issn14531305/ 17.4.2013.06   </ref>

* Waterfall methodology is better suited for projects with low uncertainty and high customer agreement; 

* Agile methodology is better suited for projects with high uncertainty and low customer agreement;

==Advantages and Disadvantages==

===Waterfall===
Advantages:
*A waterfall project is very predictable;
*It is a very controlled methodology;
*There is a lot of documentation, so newcomers to the project can quickly get up to speed;

Disadvantages: 
*It can be inflexible and doesn't allow for changes in requirements;
*The result may not reflect the customer's true requirements, as they may not have been able to articulate them fully at the beginning of the project;
*It can be more expensive, as more planning is required;
*It can be less efficient, as the whole project must be completed before the product can be released to the customer;

===Agile===
 
The core advantages of Agile over other methodologies such as Waterfall are the following: 

*Customer Satisfaction, Risk Management, Communication, Team Satisfaction, Incremental Work and Adaptability; 
 
Agile is effective from an interpersonal relationship perspective (customer satisfaction, communication, and team satisfaction) and it is effective from a  project perspective  (risk management,  incremental work,  and adaptivity).<ref> Dubey A.; Jain A.; Mantri A., "Comparative Study: Waterfall v/s Agile Model", International Journal of Engineering Sciences & Research Technology (IJESRT), 2015</ref> 
 
One of the key aspects of choosing agile over other methodologies is customer collaboration. Agile allows more opportunity for contact with the customers enabling them to meet the needs of the customer throughout the project,  thus increasing satisfaction.  With agile software development, customers are involved throughout the project life cycle and interaction is much more frequent than in traditional methodologies. Customers also have the opportunity to influence the features and implementation through their feedback. This naturally leads to higher satisfaction on their part.  
 
Agile allows the project to focus on things of value to the customer leading to a product that satisfies their needs. Rather than focusing on intermediate milestones, approvals, and non-software artifacts,  agile focuses on delivering a product that brings benefit to the customer.  
 
Another advantage is risk management, since software projects are high risk because of the number of variables that affect outcomes, Agile teams tend to be extremely predictable in the amount of scope that they can deliver in a period of time, much more so than anything you get out of a waterfall approach.  
 
Agile integrates effective communication within teams.  It enables diverse project teams to move through the cycle of  ‘thought-action-reflection’, which improves the process and enables learning and adaptation. Communication emerges from the data as a category, it has the power to improve transparency, understanding, and interactions. The daily scrum or standup meeting appears as a key mediator of effective communication.  
 
Agile methods not only increase customer satisfaction but also increase the satisfaction of the development team. Team members’ satisfaction increases due to the ability to influence decisions, work on satisfying projects, and have relationships with the team and the users.  Both  individual  and  team  morale  increase  with  agile   
Incremental work is another advantage, it means more flexibility, the ability, and freedom to adapt to change. It also includes the notion of short delivery cycles that provide features faster to customers, which enables faster feedback from them. Incremental work also captures the idea of time-boxed iterations, which managers viewed as providing a better planning approach and producing higher degrees of schedule predictability  
   
The adaptive category emerges with two facets from the data. One facet covers the ability to adapt the agile process to best fit the situation, such as corporate culture, stakeholder needs, or team dynamics. The second facet deals with the ability of an agile project to adapt to the changing functional requirements of the product. <ref> Stoica, Marian, et al. "Analyzing agile development-from waterfall style to Scrumban." Informatica Economica 20.4 (2016).

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Disadvantages: 
*It can be more difficult to plan for a project using the Agile methodology;
*The customer must be available for feedback throughout the project;
*It can be more expensive, as more iterations may be required;

=Scrum=

The Scrum development process is an agile approach to software development that has been gaining in popularity in recent years. According to his creator - Schwaber, Scrum is an agile and lightweight process that can be used to manage and control software and product development using iterative, incremental practices. The Scrum development process is an agile approach to software development that has been gaining in popularity in recent years. The Scrum process is a lightweight, iterative process that can be used to manage and control software and product development. <ref> 1. Z. -g. Hu, Q. Yuan and X. Zhang, "Research on Agile Project Management with Scrum Method," 2009 IITA International Conference on Services Science, Management and Engineering, 2009, pp. 26-29, doi: 10.1109/SSME.2009.136.</ref>

The Scrum process is based on several team core principles, including the following: 
*The team is self-organizing and self-managing;
*The team is responsible for producing a working product; 
*The team is cross-functional and includes all of the necessary skills to complete the project; 
*The team works in short bursts, or sprints, to produce a usable product increment;
*The team reviews and adjusts its process constantly;
 
And The Scrum process has the following customer perspective:
*The customer is always right;
*The customer defines the requirements;
*The customer is involved in the development process;
*The customer is provided with timely and accurate information; 
*The customer is given the opportunity to verify the results; 
*Changes are made based on customer feedback;

The Scrum development process has been gaining in popularity in recent years because it is an agile approach to software development that can be used to manage and control software and product development using iterative, incremental practices.
The Scrum development process is a framework for managing software development projects. It is designed to allow the team to work in a highly collaborative and flexible manner. <ref> J. Sutherland, A. Viktorov, J. Blount and N. Puntikov, "Distributed Scrum: Agile Project Management with Outsourced Development Teams," 2007 40th Annual Hawaii International Conference on System Sciences (HICSS'07), 2007, pp. 274a-274a, doi: 10.1109/HICSS.2007.180. </ref>

The Scrum development process is not a methodology in the traditional sense. It is not a step-by-step guide to software development. Rather, it is a framework that allows the team to adapt and evolve its process as needed. The Scrum process has been used to develop a wide variety of software products, including web applications, mobile applications, and enterprise software. It is also being used to develop software products in a wide variety of industries, including financial services, healthcare, and manufacturing. 

The scrum framework is a methodology that helps organizations to manage product development or projects in an iterative and incremental way. The scrum framework consists of three key roles, which are the product owner, scrum master, and the team, and three key artifacts, which are the product backlog, sprint backlog, and the product increment. 

*The product owner is responsible for the overall product and the vision for the product; 
*The scrum master is responsible for ensuring that the scrum process is followed and that the team is productive; 
*The team is responsible for developing the product and delivering the product increment; 

*The product backlog is a prioritized list of product features or user stories that the team works on during a sprint; 
*The sprint backlog is a list of tasks that need to be completed to deliver the product increment; 
*The product increment is a piece of the product that is delivered at the end of the sprint; 

The scrum framework is popular because it is simple to understand, and it can be used to manage projects or product development in an iterative and incremental way. In general, the scrum framework helps organizations to be flexible and responsive to the ever-changing market.

==Scrum pillars==

'''Commitment''': Team members should be committed to the success of the project and the Scrum process.

'''Courage''': Team members should have the courage to speak their minds and challenge others when necessary.
 
'''Openness''': Team members should be open to new ideas and be willing to experiment.

'''Respect''': Team members should respect one another and be willing to work together for a common goal. 

'''Focus''': Team members should be focused on their work and avoid distractions.

The Scrum Guide defines "done" as: "Done" which means that the product increment is ready for use, as defined by the Product Owner. This definition is important as it means that the Product Owner can define what "done" means for their product. This allows the Product Owner to control the quality of the product increment and ensure that it is ready for use.<ref> Sutherland J., and Schwaber, K. 2013. The Scrum Guide. Retrieved September 10, 2016, from http://www.scrumguides.org/docs/scrumguide/v1/scrumguide-us.pdf</ref>

Roles 
The Product Owner is responsible for the product, the Scrum development team is responsible for the development of the product and the Scrum Master is responsible for the process, is the one who helps the team to follow the Scrum Framework and to remove any possible impediments. 
 
'''1.'''	The PO is also responsible for managing the communication with the stakeholders and maintaining the transparency of the project by communicating with the team and stakeholders the progress and changes in the product. The PO should also be able to answer any question related to the product. The PO can be assisted by a Scrum Master if needed. The product owner is the sole person responsible for the return on investment (ROI) of the product. They manage the product backlog, gathering all the necessary requirements to achieve the goals and mission of the product. The product owner then creates user stories, either alone or in collaboration with the development team. These stories are prioritized by using different techniques, for example planning poker or T-shirt sizes, and are then added to the initial backlog. They should also be able to answer any questions related to the product. 
 
'''2.'''  The Development Team is a cross-functional group of people that are self-organized. The Development Team's job is to create the product that the PO has planned and provide the PO with ideas of how to make a product great. The Development Team does the analysis, development, testing, interface design documentation among other things. By every sprint they try to make a functional increment that is potentially shippable, only the ones that are part of the Development Team create the increment. The team is built up of people that in total have all the necessary requirements to be able to create the increment. They are self-organizing managing that they have the sole responsibility to how they turn the product backlog into increments. 
 
'''3.'''	Scrum Master: they need to have the skillset to be able to teach and help the Development Team. The SM should always be available to the Development Team and the PO and be able to work together with them to help them be successful.

== Events: Sprint ==
 
'''The Development Team''' decides how many items they can complete in a Sprint, but it is common that the Development Team completes all the tasks they planned to do, and they even have time left over. The Development Team decides what they will work on during the Sprint, but it is common that the Development Team works on the tasks that are most important to the Sprint Goal. The Development Team should always be working on something from the Product Backlog, and they should never be working on something from the product backlog that is not a part of the Sprint Goal. The Development Team is always working on the most important tasks, but the tasks may not be the ones that will get them to the Sprint Goal. <ref> The Scrum Guidelines, The Definitive Guide to Scrum: The Rules of the Game, Ken Schwaber and Jeff Sutherland, July 2013, Scrum.Org and ScrumInc</ref>
 
'''Daily scrum meeting''' 
The scrum master is responsible for ensuring that the meeting is held, that all members of the team attend, and that the meeting is kept to a maximum of 15 minutes. The scrum master is also responsible for ensuring that the meeting is productive. The goal of the meeting is to ensure that everyone is aware of what has been done, what will be done, and any potential roadblocks. This allows the team to work together to ensure that the Sprint Goal is met. 
 
'''Sprint Review and Sprint Retrospective''' 
The Retrospective is where the team discusses what went well and what could be improved in the next Sprint. The team should also identify any potential improvements to their process. The Sprint Review and Sprint Retrospective are held together as a joint meeting. The Scrum Master should ensure that the meeting is productive and that everyone understands the outcomes.

==Artifacts==
 
The '''Product Backlog''' is a prioritized list of everything that needs to be done to create a product. The Product Owner is responsible for the Product Backlog and is the only one who can change its content, PO is also responsible for making sure the Product Backlog is clear and concise. PO must ensure that it is always up to date. The Scrum Master is responsible for ensuring that the Product Owner is doing their job and that the team is using the Product Backlog to maximum effect.


The '''Sprint Backlog''' is a list of tasks that need to be completed during a Sprint. The Sprint Backlog is created during the Sprint Planning Meeting. The tasks in the Sprint Backlog are prioritized by the Product Owner. The tasks in the Sprint Backlog are typically tasks that can be completed in the Sprint. 

The '''Burndown Chart''' is a graphical representation of the amount of work that remains in the Sprint Backlog. The Burndown Chart is updated during the Sprint. It helps the Scrum Team track their progress during the Sprint. The team then decides which tasks to do in the Sprint. The tasks that are selected should be achievable within the Sprint duration and should not require too much effort to complete. The tasks are then added to the Sprint Backlog.

==Implementation of Scrum== 

The Scrum Team is composed of the Scrum Master, who leads and facilitates the team; the Product Owner, who represents the business and what it wants to achieve; and the developers, who design, build, and test the product.

Once the Scrum Team is assembled, the Scrum Master and the Product Owner must work together to create a product backlog. The product backlog is a prioritized list of features that the team must implement to meet the goals of the project.

The next step is to create a sprint backlog. The sprint backlog is a list of tasks that the team will complete during the next sprint. The tasks in the sprint backlog must be achievable within the sprint duration and must be related to the product goals. The team then begins working on the tasks in the sprint backlog and meets daily to track their progress. At the end of the sprint, the team sends the product to the stakeholders and reviews what is accomplished. If the product is not ready for release, the team then begins working on the next sprint. 
 
===When not to use Scrum===

There are many situations where scrum should not be used, the main reason being that scrum needs the company to be fully committed to following the guidelines for it to be successful. 

Some project conditions which are not suitable for scrum are:
*Projects with unchanging requirements; 
*Projects that are not time-sensitive;
*Projects where all requirements are known upfront; 
*Projects with a low level of complexity; 

There is no one-size-fits-all answer to this question, as Scrum can be used for a variety of different types of projects. However, it is important to remember that Scrum was specifically developed for software development, so it may be better suited for projects within that domain.

=Kanban=

The Kanban Method was created by David J. Anderson and is based on the theory of constraints, lean manufacturing, and agile software development. The Kanban Method uses a pull system to optimize the flow of work. Work is pulled through the system by the next available resource. 


The Kanban methodology is a type of just-in-time (JIT) inventory management system. It relies on a pull system, rather than a push system, to regulate the flow of work and materials. In a kanban system, work is "pulled" from one process when the preceding process has completed its work and created a "pull" request. This ensures that only the necessary amount of work is done at any given time, and that inventory is not over-produced. Kanban can be used in conjunction with other inventory management systems, such as lean manufacturing and six sigma.
Kanban is a framework that helps manage work using a visual board with cards that represent work items. The cards are moved across the board as they are completed. The columns on the board represent different states of the work item, such as "To Do," "In Progress," and "Done."
 
=== Kanban priciples===

The Kanban Method has five core principles: 

'''1.''' Visualize the Workflow. 

'''2.''' Limit Work in Progress.
 
'''3.''' Manage Flow.

'''4.''' Make Process Policies Explicit.

'''5.''' Improve Feedback Loops.

=== Kanban practices===

The Kanban Method also has four core practices: 

'''1.''' Create a Kanban Board.

'''2.''' Use swim lanes to visualize the workflow.

'''3.''' Assign WIP limits to lanes.

'''4.''' Use a card to track work items The Kanban Method has been used to improve the flow of work in a variety of industries, including information technology, healthcare, and manufacturing.

=Scrumban: New hybrid methodology=


In 2009, James Kerr published the book "Scrumban: A Practical Guide to the Mix of Scrum and Kanban". The book is based on his experience of applying Scrumban to software development projects. Kerr defines Scrumban as "a process that blends Scrum and Kanban to provide the best of both worlds." He argues that Scrumban is more than just a mix of Scrum and Kanban, but is rather a different way of thinking about work and workflow. Kerr's book has been influential in shaping the way Scrumban is practiced. Many Scrumban practitioners use the book as their guide to Scrumban.<ref> P. Gambill, Scrumban: A different way to be Agile, October 14th, 2013, http://www.deloittedigital.com/us/blog/sc rumban-a-different-way-to-be-agile</ref>

Corey Ladas integrate Scrumban as a new hybrid methodology. According to Ladas, the key difference between Scrum and Scrumban is that Scrum is a framework for managing work, while Scrumban is a framework for managing flow. He also states that Scrumban is not a replacement for Scrum, but rather a way of making Scrum more effective, by adding practices from Lean and Kanban. Scrumban is a methodology that combines the features of Scrum and Kanban. The goal of Scrumban is to optimize the flow of work through the system, in order to improve the efficiency and responsiveness of the development process. 
To achieve this goal, Scrumban uses a number of techniques from both Scrum and Kanban, including:
*Visualization of the work process, to help identify and optimize the flow of work;
*Prioritization of work, to ensure that the most important tasks are always being worked on;
*Limiting the work in progress, to prevent over-crowding and ensure that work is being completed in a timely manner Scrumban can be used in conjunction with Scrum, or it can be used as a standalone methodology;

With Scrumban, teams use a mix of Scrum and Kanban practices. They use Scrum for sprints and planning, and Kanban for managing the flow of work. This allows teams to be more flexible and respond to changes in their work more quickly. One of the key benefits of the Scrumban methodology is that it helps teams to better manage their workflows. It allows them to see where they are bottlenecked and identify ways to improve their flow. <ref> Khan, Zahoor. "Scrumban-Adaptive Agile Development Process: Using scrumban to improve software development process." (2014).

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It is a process that is designed to help teams manage their work more effectively. The Scrumban process is based on the following three principles: 

*Use Scrum to manage the work that is well-defined and can be estimated;

*Use Kanban to manage the work that is not well-defined or cannot be estimated; 

*Use both Scrum and Kanban together to manage the work that is both well-defined and cannot be estimated; 

The Scrumban process is divided into the following four phases: 

'''1. Initiation''' 

'''2. Planning''' 

'''3. Execution''' 

'''4. Delivery and feedback'''

Scrumban emerged to meet the needs of teams who wanted to minimize the batching of work and adopt a pull-based system. In Scrum, work is batched into sprints that last for a specific duration, usually two to four weeks. In order to ensure that work is completed by the end of the sprint, the team must plan and estimate the work that needs to be done in the sprint. This can often lead to the team feeling pressured to complete all the work in the sprint, which can result in them batching work and not completing it. In contrast, in a pull-based system such as Kanban, work is not batched into specific time-frames. Instead, work is pulled into the system as it is completed. This allows the team to work at their own pace and prevents them from feeling pressured to complete work in a specific time frame.

===Step by step Scrumban===

'''1.''' Work on small batches In Scrumban, the work is done in small batches. This helps in better monitoring and managing the work. It also allows for better communication and coordination among the team members.

'''2.''' Prioritize the work is prioritized in Scrumban. This helps in ensuring that the most important work is done first. It also allows for better allocation of resources. 

'''3.''' Use Kanban boards are used in Scrumban. These boards help in visualizing the work and the progress of the same. This allows for better coordination and communication among the team members.

'''4.''' Use cards to represent work Cards are used to represent the work in Scrumban. This helps in visualizing the work and the progress of the same. This allows for better coordination and communication among the team members. 

'''5.''' Use WIP limits are used in Scrumban. These limits help in ensuring that the work is done in a timely and efficient manner. It also helps in avoiding bottlenecks.

==Advantages of Scrumban==

Some of the benefits of using Scrumban include<ref>What's the Difference? Agile vs Scrum vs Waterfall vs Kanban, https://www.smartsheet.com/agile-vsscrum-vs-waterfall-vs-kanban, 24 may 2016   </ref>

'''Flexibility:''' The ability to change the amount of work in progress (WIP) allows teams to adapt to changes in demand. : The ability to change the amount of work in progress (WIP) allows teams to adapt to changes in demand.

'''Visualization:''' The use of cards and boards provides a visual representation of the work being done and the status of that work. : The use of cards and boards provides a visual representation of the work being done and the status of that work. 

'''Structured:''' The use of Scrum-like processes and rituals provides a level of structure and discipline that many teams need. : The use of Scrum-like processes and rituals provides a level of structure and discipline that many teams need.

'''Easier to adopt:''' The use of Kanban-like principles makes it easier for teams to adopt than Scrum. The use of Kanban-like principles makes it easier for teams to adopt than Scrum. 

'''Continuous improvement:''' The use of feedback loops and the ability to experiment allows teams to continuously improve their way of working.

==When is Scrumban the right solution==

In general, Scrumban is well-suited for product development teams that need more flexibility than what is provided by Scrum. This includes teams that are dealing with rapidly changing priorities, technologies, and markets. Scrumban can be used in conjunction with Scrum, or it can be used as a standalone methodology. It is also possible to use different elements of Scrumban in conjunction with other development methodologies. Scrumban is a great solution for teams who are looking to transition from Scrum to Kanban.<ref>How to choose between Agile and Lean, Scrum and Kanban — which methodology is the best?, https://realtimeboard.com/blog/choosebetween-agile-lean-scrum-kanban/#. WCbR79KLR1t, 8 November 2016   </ref>

- When the team is struggling with its current process, Scrumban can help to improve the flow of work. When the team is working on a complex project with many dependencies, Scrumban can help to manage and track the progress of the work. 

- When the team needs to improve its communication and collaboration, Scrumban can help to create a more efficient and effective process. 

- When the team is new to agile, Scrumban can help to introduce agile concepts in a more gradual and manageable way. 

- When the team is geographically dispersed. This is because, with Scrumban, team members don’t have to be in the same physical location to work on a project. 

- When the company is new and doesn’t have an established process.

Scrumban can help a new company get up and running quickly by providing a framework for how work should be done. 6. When the team is experiencing difficulty completing tasks. With Scrumban, the team can use Kanban boards to visualize their work and identify bottleneck

- You have a team that is proficient in Scrum and is looking for ways to improve. 

- Your team is transitioning from waterfall to agile You want to improve cycle time, throughput, and predictability. 

- Your team is struggling with agile adoption or has fallen back into waterfall habits. 

- You have a mix of project-based and product-based work-Your teams is struggling to meet delivery deadlines.

- Your team is working on software maintenance and enhancement

- You want to visualize and optimize your process

- Your team is using Scrum, but you want to try a different approach to tasks and workflows

==Next Challenges of Scrumban== 

'''1.''' It needs to be more adaptive to change

'''2.''' It should be more scalable to handle the increasing complexity 

'''3.''' It should be easier to learn and use 

'''4.''' It should be more effective at managing multiple tasks and priorities 

'''5.''' It should be more collaborative and inclusive

Scrumban in the future has challenges as the team size grows and the work becomes more complex. The team may need to adopt new tools and techniques to manage the work.

Scrumban's role in the future of software development The Scrumban's role in the future of software development is likely to continue to be an important one. This is because Scrumban can help to make the software development process more efficient and effective. Additionally, Scrumban can help to improve communication and collaboration among team members.

=Lean Project Management=
The Lean Project Management approach is all about maximizing the efficiency of a project by minimizing waste. This is done by identifying and eliminating any steps in the process that do not add value. Lean project management is based on the principles of Lean Manufacturing, which were developed by Toyota in the early 1950s.


The key concepts of Lean Manufacturing are:

'''1. Value:''' All steps in the process must add value for the customer.


'''2. Waste:''' Any step that does not add value is considered waste.


'''3. Flow:''' The process must be designed to flow smoothly, without interruption.


'''4. Perfection:''' The process must be constantly improved to eliminate waste and improve efficiency.


The Lean Project Management approach follows these same principles. The goal is to identify and eliminate any steps in the process that do not add value for the customer. This can be done by streamlining the process, and by making sure that all steps are necessary and add value.


The Lean Project Management approach is also based on the concept of continuous improvement. The process must be constantly improved to eliminate waste and improve efficiency. This can be done by tracking the progress of the project and identifying any areas where improvements can be made. It can also be done by using Lean tools and techniques to eliminate waste and improve efficiency.


The Lean Project Management approach is a popular approach for managing projects. It is based on sound principles and it can be used to improve the efficiency of any project.

There are many tools and techniques that can help achieve this goal. One popular tool is the "5S" approach, which stands for Sort, Straighten, Shine, Standardize, and Sustain. Another popular technique is called "Value Stream Mapping". This approach involves creating a diagram that shows the entire flow of materials and information from the beginning of the process to the end. This can help identify areas where waste is occurring, and help to find ways to eliminate it.

==Scrumban in Lean Project Management==

The following is an example of how lean manufacturing principles can be applied using the Scrumban approach. In the early stages of product development, the team uses a very simple process to quickly get a product prototype into the hands of customers. This process is based on the agile principle of "working software over comprehensive documentation." The team creates a very basic prototype and then quickly gets feedback from customers. This feedback is then used to improve the product prototype. As the product development progresses, the team uses a more formal process to create a final product. This process is based on the lean principle of "continuous improvement." The team uses feedback from customers and other stakeholders to identify areas where the product can be improved. The team then uses this feedback to make changes to the product. This process continues until the product is finalized.

Scrumban is a framework that can be used in the context of Lean project management. Lean project management is a methodology that focuses on creating value for the customer while minimizing waste. Lean project management is based on the principles of Lean manufacturing, which are: 

*Eliminate waste ;
*Do not overproduce;
*Standardize processes ;
*Create value for the customer;

The main goal of Lean project management is to create a smooth and efficient flow of work from start to finish. Scrumban is a good fit for Lean project management because it is based on the principles of Agile software development. This is a good fit for Lean project management because it helps to speed up the process of adapting to changes in customer requirements. Agile software development is also based on the principle of responding to change, which is a key principle of Lean project management.

The aim is to identify similarities and differences between the two approaches and thereby to provide an answer to the question of Scrum can be seen as an agile implementation of lean project management. Firstly, it is important to define the two concepts.
Lean project management is a project management methodology that is based on lean manufacturing principles, which are aimed at waste reduction. Lean project management is characterized by the following key principles: 

'''Eliminate waste:''' Identify and remove any activity in the project that does not add value to the customer. 

'''Create value for the customer:''' All activities in the project should be aimed at meeting the needs of the customer. 

'''Flow:''' The project should be organized in such a way that work progresses smoothly and without interruption.

'''Build quality in:''' Quality should be built into the project from the beginning, rather than inspected and fixed at the end. 

'''Respect people:''' The people involved in the project should be treated with respect and their contributions should be recognized and valued. 


===Scrumban as a tool for lean - research questions===

'''Can Scrumban be used together with other project management approaches to implement lean project management?'''
There is no one-size-fits-all answer to this question, as the best way to implement lean project management may vary depending on the specific project and organization. However, Scrumban can be used together with other project management approaches to create a more lean project management approach.

'''Scrumban and lean project management - synergy effects or contra-productive?''' 
It is possible for scrum and lean project management to be synergistic or counterproductive, depending on the implementation. If a Scrumban is used to manage the delivery of value to the customer, and lean is used to eliminate waste, the two can be synergistic. If a Scrumban is used to manage the work and lean is used to manage the flow of work, the two can be counterproductive.

'''Can Scrumban replace traditional project management for planned ahead projects to slim the processes?'''
It is possible for Scrumban to replace traditional project management for planned ahead projects to slim the processes; however, this would depend on the organization's specific needs and preferences. Scrumban offers a more streamlined, flexible, and adaptive process that can be tailored to meet the needs of various organizations. It can be used to manage projects that are planned ahead, as well as those that are more agile and require more flexibility.

===Reflection=== 
 
The Scrumban framework has worked well for us and we have seen the benefits it brings when used correctly. One such benefit is that it helps to manage expectations as the team is able to give accurate estimates of the work that needs to be done and when it can be completed. This helps to keep everyone on track and avoid any surprises. Additionally, it enables us to be more flexible as changes can be accommodated more easily. 

=References=

<references>
1. Z. -g. Hu, Q. Yuan and X. Zhang, "Research on Agile Project Management with Scrum Method," 2009 IITA International Conference on Services Science, Management and Engineering, 2009, pp. 26-29, doi: 10.1109/SSME.2009.136. 

2. J. Sutherland, A. Viktorov, J. Blount and N. Puntikov, "Distributed Scrum: Agile Project Management with Outsourced Development Teams," 2007 40th Annual Hawaii International Conference on System Sciences (HICSS'07), 2007, pp. 274a-274a, doi: 10.1109/HICSS.2007.180. 
 
3.	(PDF) Antecedents of Preference for Agile Methods: A Project Manager Perspective. Available from: https://www.researchgate.net/publication/323378670_Antecedents_of_Preference_for_Agile_Methods_A_Project_Manager_Perspective [accessed Feb 17 2022]. 
 
4.  K. N. Rao, G. K. Naidu, and P. Chakka, "A study of the Agile software development methods, applicability and implications in industry," International Journal of Software Engineering and its applications, vol. 5, pp. 35-45, 2011.  
(PDF) Antecedents of Preference for Agile Methods: A Project Manager Perspective. Available from: https://www.researchgate.net/publication/323378670_Antecedents_of_Preference_for_Agile_Methods_A_Project_Manager_Perspective [accessed Feb 17 2022]. 
 
5. Bishop, David & Rowland, Pam & Noteboom, Cherie. (2018). Antecedents of Preference for Agile Methods: A Project Manager Perspective. 10.24251/HICSS.2018.678. 
 
6. M. Stoica, M. Mircea, B. Ghilic-Micu, Software Development: Agile vs. Traditional, Informatica Economică, vol. 17 no. 4/2013, pp. 64-76, pg. 73-74, DOI: http://dx.doi.org/10.12948/issn14531305/ 17.4.2013.06 
7. What's the Difference? Agile vs Scrum vs Waterfall vs Kanban, https://www.smartsheet.com/agile-vsscrum-vs-waterfall-vs-kanban, 24 may 2016
8. How to choose between Agile and Lean, Scrum and Kanban — which methodology is the best?, https://realtimeboard.com/blog/choosebetween-agile-lean-scrum-kanban/#. WCbR79KLR1t, 8 November 2016 [7] What is Agile?, https://agileinsights.wordpress.com/tag/a gile-development/, 26 August 2013ç

9. P. Gambill, Scrumban: A different way to be Agile, October 14th, 2013, http://www.deloittedigital.com/us/blog/sc rumban-a-different-way-to-be-agile

Stoica, Marian, et al. "Analyzing agile development-from waterfall style to Scrumban." Informatica Economica 20.4 (2016).

Khan, Zahoor. "Scrumban-Adaptive Agile Development Process: Using scrumban to improve software development process." (2014).

Brezočnik, Lucija, and Črtomir Majer. "Comparison of agile methods: Scrum, Kanban, and Scrumban." Proc. 19th Int. Multiconference Inf. Soc. Vol. 100. 2016.
10. Baleviciute, G. 2014. Whitepaper – Scrum vs Kanban vs. Scrumban. Retrieved September 10, 2016, from http://goo.gl/dkrbGE

11. Bieliūnas, E. 2014. Scrum-ban for Project Management. Retrieved September 10, 2016, from http://goo.gl/JgfaaA.
12.Swisher, W. P. 2014. Implementing Scrumban. Retrieved September 10, 2016, from https://switchingtoscrum.files.wordpress.com/2013/12/imple menting-scrumban_v1-32.pdf.

13. Sutherland J., and Schwaber, K. 2013. The Scrum Guide. Retrieved September 10, 2016, from http://www.scrumguides.org/docs/scrumguide/v1/scrumguide-us.pdf


[[Category:Agile Project Management]]  [[Category:Project Management]] [[Category:Agile Project Management]] [[Category: Complexity]] [[Category: Uncertainty]]