Scrumban
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Kanban is a continuous process, unlike sprints in Scrum. It is a set of principles applicable to a broad diversity of situations. Roles at a Kanban process in a project management context could be an Agile Coach, a Product Owner and the Development Team. In this case, items are pulled directly from Product Backlog. Each of the columns from the board has a strict limit of Work In Progress (WIP). This is to ensure items are pulled throughout columns within the minimum time. A column with empty spots is an indicator to pull items from the previous column. Like in Scrum, daily meetings are held, called Daily Standups, where all project members are present. In a Kanban context, products are delivered as soon as they are done. Continuous revisions are made to guarantee the process gets more efficient and effective in order to improve the quality of the results. The results of the work delivered by the team are always subject to improvement, no matter how good they still are. | Kanban is a continuous process, unlike sprints in Scrum. It is a set of principles applicable to a broad diversity of situations. Roles at a Kanban process in a project management context could be an Agile Coach, a Product Owner and the Development Team. In this case, items are pulled directly from Product Backlog. Each of the columns from the board has a strict limit of Work In Progress (WIP). This is to ensure items are pulled throughout columns within the minimum time. A column with empty spots is an indicator to pull items from the previous column. Like in Scrum, daily meetings are held, called Daily Standups, where all project members are present. In a Kanban context, products are delivered as soon as they are done. Continuous revisions are made to guarantee the process gets more efficient and effective in order to improve the quality of the results. The results of the work delivered by the team are always subject to improvement, no matter how good they still are. | ||
| − | == | + | == Implementation of Scrumban in teams working with Scrum == |
| + | '''Kickstar process activities''' | ||
== Limitations == | == Limitations == | ||
Revision as of 17:20, 14 February 2021
draft
Contents |
Abstract
Scrumban is a project management framework, mainly used by software development teams. It is a relatively new tool which is still in a development stage. It is essentially an improved version of Scrum, which maintains its fundamental characteristics and adds Kanban principles. Some of these principles are pull system, workflow, standard work, performance metrics and continuous improvement. Contrary to popular belief, Scrumban is not exactly a mix between Scrum and Kanban, but a pathway starting at Scrum and ending at a more evolved development framework.
The idea was first introduced by [Corey Ladas], a pioneer methodologist in the area of software development, who published in 2009 the book “[[Scrumban: Essays on Kanban Systems for Lean Software Development]]”. Corey Ladas defined Scrumban as a transition method for teams using Scrum. One of its most important features is that it can be implemented at any level of an organisation. Scrumban arises from some limitations detected at Scrum throughout the years and feedback from practical experience.
Ken Schwaber, co-founder of Scrum, publicly made the following statement: “I estimate that 3 out of 4 organisations using Scrum will not obtain the expected benefits out of the framework. (…) Scrum exposes the inefficiencies or dysfunctions within the product development practices at an organisation. The intention of Scrum is to make them visible in order to solve them, but unfortunately many organisations change Scrum to adapt to those inefficiencies instead of solving them.”
Mike Cohn, an Agile/Scrum community leader, also criticized Scrum teams for not being focused on finding innovative solutions to the challenges they face. Cohn was not critical at the Scrum framework itself, but at the increasing mentality among practitioners, which he considers prioritizes a safe approach for completing the tasks rather than promoting innovation.
Scrumban arose with the goal of overcoming weaknesess of Scrum, in order to transform it to a more profitable framework, combining thebest of Agile and Lean methods.
Main idea
Brief introduction to Scrum
Scrum is the most well-known among all software development frameworks. Teams using Scrum work in 1-to-4-week periods or cycles, called sprints [1]. These periods last for 2 weeks in most of the cases. Individuals at teams have different roles, which are the Scrum Master, Product Owner and Development Team [2]. Each sprint begins with a Sprint Planning Meeting arranged by the Scrum Master, to which all members of the team are called [3]. Other stakeholders may also be part of the meetings. All participants select items of high priority from the Product Backlog, a list with tasks or pieces of work assigned to the team. The Development Team oversees completing those assessments within the duration of the sprint. The selected item is called Sprint Backlog. All team members reunite at Daily Scrums or short meetings [5]. One of the main goals of Scrum is to make each sprint more effective and effective than the previous one [6, 7]. Once a sprint ends, completed items are delivered and non-completed items are returned to the Product Backlog.
Brief introduction to Kanban
Kanban is a continuous process, unlike sprints in Scrum. It is a set of principles applicable to a broad diversity of situations. Roles at a Kanban process in a project management context could be an Agile Coach, a Product Owner and the Development Team. In this case, items are pulled directly from Product Backlog. Each of the columns from the board has a strict limit of Work In Progress (WIP). This is to ensure items are pulled throughout columns within the minimum time. A column with empty spots is an indicator to pull items from the previous column. Like in Scrum, daily meetings are held, called Daily Standups, where all project members are present. In a Kanban context, products are delivered as soon as they are done. Continuous revisions are made to guarantee the process gets more efficient and effective in order to improve the quality of the results. The results of the work delivered by the team are always subject to improvement, no matter how good they still are.
Implementation of Scrumban in teams working with Scrum
Kickstar process activities
