Professional Scrum with Kanban (PSK I)

Certification Prep
By GenMan Solutions
 Scrum
Scrum is a process framework used to manage product development and other
knowledge work.

- Agile Alliance

20 Days
 Scrum
Scrum is a set of rules for structuring the team, processes and techniques for making the development
process agile..

Scrum
Team

4 components of
Scrum Framework Scrum
Rules

Scrum Scrum
Artifacts Events
 Scrum
3 Pillars of Scrum
Scrum
Transparency

Adaptation
Inspection
Minimize deviation

Required information Regular monitoring for early Course correction to prevent

is available and flows properly detection of issues further deviation
 Scrum
Scrum Team

Product Owner Development Team Scrum Master

 Scrum
Responsibility
• Maximize the total value of work done by the development team

• Product backlog management

Product Owner Development Team

 Scrum

Task 1

Task 2

Task 3
Product Owner
………..
 Scrum
Organization also provides authority to a Product Owner..

Product Owner Product Owner

 Scrum
Responsibility
• Deliver a potentially releasable product at the end of each Sprint

Development Team Authority

• How the work would be done is left to the development team
 Scrum
Characteristics of Scrum Development Team
• It is cross-functional, no external dependency

• It is self-organizing
Development Team
 Scrum
Characteristics of Scrum Development Team

• No titles and sub teams within the development team

• Team size: A team of 3 to 9 team members is good

Development Team
 Scrum
Responsibility

• Ensure proper practical implementation of all concepts

• All Scrum related things such as maintaining the product backlog, helping
the development team create high value products etc.

• Facilitating Scrum Events

• Ensure Scrum Artifacts are properly maintained

Scrum Master
• Single point of contact to understand Scrum
 Scrum

Scrum Events

• Sprint

• Sprint Planning

• Daily Scrum

• Sprint Review

• Sprint Retrospective
 Scrum

Features of Scrum Events

• Regular: Events can be monthly/weekly/daily

 Scrum

Features of Scrum Events

• Time boxed: limit on the duration of these events

Daily Scrum is a 15- minutes meeting

 Scrum
Features of Scrum Events

• Based on three pillars of transparency, inspection & adaptation

Scrum
Transparency

Adaptation
Inspection
 Scrum

Sprint

Product Owner
 Scrum

Sprint
 Scrum

Sprint Product Increment Product Increment

SPRINT 1 SPRINT 2

-X Days (<=30 )- -X Days (<=30 )-

------------------X Days (<=30 )-----------------------

Product Releasable Product Releasable
(SPRINT)
 Scrum

Sprint Planning
• Sprint planning happens once in each Sprint

• Entire Scrum Team: Product Owner, Scrum Master & Development Team must be a
part of the event

• Time box for the event is 8 hours (upper limit)

• Two agendas

• What is to be done in this Sprint

• Establish how it will be done

 Scrum

Sprint Planning
Product Backlog What is to be done?
Sprint Backlog
• Team Velocity: How much work
development team was able to do in
the previous few sprints
• Estimation Poker

How it will be done?

Product Owner discusses the • Plan is not fixed, it evolves as more

product backlog with the clarity increases
development team
• Development team will come up with
Product Owner the plan
 Scrum

Daily Scrum

• Event is primarily for the Development Team

• Scrum Master facilitates the event
• Product Owner can attend the event (not necessary)

• Daily Scrum is implementation of two pillars of scrum: Regular

inspection & early adaptation

Daily Scrum is a 15-minutes event

done everyday

Same place, same time

 Scrum

Daily Scrum Meeting

15-minutes everyday
Same place, same time

3 important questions in Daily Scrum

• What did I do yesterday?

• What will I do today?
• Any difficulties or impediments stopping
me from the Sprint goal?
 Scrum

Sprint Review Attendees

REVIEW • Entire Scrum Team: Product Owner,

Scrum Master, the Development Team
Product Increment & other stakeholders

SPRINT Objective

• Help the scrum team work more

effectively
• Increase transparency within the
team and between other stakeholders
and Scrum team

Time box for the event is 4 hours or less

 Scrum
Sprint Review
What happens in Sprint Review?

1) Product Owner invites all attendees

2) Product Owner highlights completed & not-completed items

3) Development team shares Sprint experience, highlight challenges

Development team demonstrates completed item
Stakeholders may ask questions on the demonstrated item

4) Product Owner opens the backlog & initiate discussion on what to do next.
Priorities, budgets, timelines & capabilities etc. are discussed.

5) At the end of Sprint Review, Product Owner should have updated backlog
 Scrum
Sprint Retrospective
Scrum Team does this event

Agenda Inspection &

Inspect the performance of the team Adaptation of Scrum
Team
What went well? What went wrong?

At the end of Scrum Retrospective, Scrum Team should know:

• Area of improvements
• Plan of working on them
 Scrum
Scrum Artifacts

• Product Backlog

• Sprint Backlog

• Increment
 Scrum
Product Backlog
At a later stage when
requirements changes

At the initial stage of Add details to new

starting the process requirements Product Backlog
Refinement

Product Owner Development Team

Ever Evolving

Never Fixed
 Scrum
Product Backlog

Product Owner
Estimated
Order Requirement Requirement Estimated
Business Ready?
No. Name Details Effort
Value
1

3
Development
Business Team Raw requirements 4
Team

Backlog Refinement <= 10% of the capacity of

the development team
Scrum Master
 Scrum
Sprint Backlog

Product Backlog
Sprint Backlog
Sprint Planning Event
Sprint Review Event

Product Owner discusses the

product backlog with the
development team
 Scrum
Sprint Backlog

Sprint Backlog
• Daily monitoring of Sprint Backlog is done in the Daily Scrum

• Owned by the development team

• Any deviation from the goal should be highlighted to the Product Owner
& Stakeholders immediately
Scrum
 Scrum
Increment

Increment is the final releasable product

• It should be usable

• It should be inspectable

• It should include increments of previous sprint

Definition if “Done”
Advantages & Disadvantages of Scrum
 Advantages of Scrum

• More transparency and project visibility

• Increased team accountability
• Easy to accommodate changes
• Increased cost savings
• Faster Delivery
• Customers are heard
 Disadvantages of Scrum

• Risk of scope creep

• Team requires experience and commitment
• The wrong Scrum Master can ruin everything
• Poorly defined tasks can lead to inaccuracies
 Introduction to Kanban
Flexible & easy to implement method for process improvement

Scrum: Has Strict Rules Extreme Programming: Has Strict Practices

Introduction to Kanban

Identified bottlenecks in the car

making process using Kanban
Introduction to Kanban

Visualizing the workflow

to
achieve process improvement
Introduction to Kanban

Visualizing the
workflow
to
achieve process improvement
Introduction to Kanban
Visualizing the workflow
to
achieve process
improvement
Limiting the work in progress
Managing the flow
Implementing feedback loops
 Kanban Board
NOT STARTED IN PROGRESS DONE
 Kanban Board

Physical Kanban Board Software Based Board

 Kanban Board
NOT STARTED IN PROGRESS DONE

TASK 1
 Kanban Board
NOT STARTED IN PROGRESS DONE

TASK 1
 Kanban Board
NOT STARTED IN PROGRESS DONE

TASK 1
 Kanban Board
Input Queue Analysis Development Build Ready Test Release Ready

In Progress Done In Progress Done

Board Reference: David Anderson’s “Kanban”

 Kanban Board
Input Queue Analysis Development Build Ready Test Release Ready

In Progress Done In Progress Done

Board Reference: David Anderson’s “Kanban”

 Kanban Board
Input Queue Analysis Development Build Ready Test Release Ready

In Progress Done In Progress Done

Board Reference: David Anderson’s “Kanban”

 Kanban Board
Input Queue Analysis Development Build Ready Test Release Ready

In Progress Done In Progress Done

Board Reference: David Anderson’s “Kanban”

 Kanban Board
Input Queue Analysis Development Build Ready Test Release Ready

In Progress Done In Progress Done

Board Reference: David Anderson’s “Kanban”

 Kanban Board
Input Queue Analysis Development Build Ready Test Release Ready

In Progress Done In Progress Done

Board Reference: David Anderson’s “Kanban”

 Kanban Board
Business
Input Queue Analysis Development Build Ready Test Review Release Ready

New Sent from In Progress Done In Progress Done

review

TASK 3

TASK 2

TASK 4

Board Reference: David Anderson’s “Kanban”

 Kanban Board
Business
Input Queue Analysis Development Build Ready Test Review Release Ready

New Sent from In Progress Done In Progress Done

review

TASK 4 TASK 3

TASK 2

Board Reference: David Anderson’s “Kanban”

 Kanban Board
Business
Input Queue Analysis Development Build Ready Test Review Release Ready

New Sent from In Progress Done In Progress Done

review

TASK 4 TASK 2

TASK 3

Board Reference: David Anderson’s “Kanban”

 Kanban Board
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

Sent from
New
review

TASK 2
 Kanban Board
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

New Sent from

review

TASK 2
 Kanban Board
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

New Sent from

review

TASK 2
 Kanban Board
Finding inefficiencies/issues in the process
Business Request Scheduled Building Testing Business Review Release Ready

Sent from
New review

TASK 2
 Kanban Board
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

New Sent from

review

TASK 2
 Kanban Board
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

New Sent from

review

TASK 2
 Kanban Board
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

New Sent from

review
Too much WIP
TASK 2

Outflow is low

Inflow is higher
 Kanban Board

Finding inefficiencies/issues in the process

Sl. no. Situation Suggestion

1 Too much work in progress(WIP) More team members need to work on that stage
on a single stage (for e.g. testing stage in this scenario) instead of
Limiting the WIP any of the previous stage
 Kanban Board

Limiting the WIP

• A limit is set on the maximum number of tasks that can be present in a column
or that step at a time

• No further inflow into the step until the pending tasks in that step are cleared
 Kanban Board
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

New Sent from

review Limit: 6

TASK 2

6 tasks pending
 Kanban Board

Limiting the WIP

• A limit is set on the maximum number of tasks that can be present in a column
or that step at a time

• No further inflow into the step until the pending tasks in that step are cleared

• WIP limits can be set on all the steps

• How do we decide what limit to set?

 Kanban Board

Finding inefficiencies/issues in the process

Sl. no. Situation Suggestion

Too much work in progress(WIP) More team members need to work on that stage
1 on a single stage (for e.g. testing stage in this scenario) instead of
Limiting the WIP any of the previous stage
Under utilization of
2 resources
Pending tasks not moving to the
next step
 Kanban Board
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

New Sent from

review
 Kanban Board

Finding inefficiencies/issues in the process

Sl. no. Situation Suggestion

Too much work in progress(WIP) More team members need to work on that stage
1 on a single stage (for e.g. testing stage in this scenario) instead of
Limiting the WIP any of the previous stage
Under utilization of
resources Reallocate the resources somewhere else where
2
Pending tasks not moving to the they can be utilized optimally
next step

Managing the Flow

 Kanban
Kanban is also known as a Pull based system
Optimizes the work flow
Push based system Pull based system
Reduces lead time

Manager/Team Leader Reduces over load on

worker
Team members can
Assign tasks
themselves pull the most
relevant tasks out of the list
of tasks to be done

Team Members
 Kanban Board
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

Sent from
review

TASK 3
 Kanban
Finding inefficiencies/issues in the process
Sl. no. Situation Suggestion
Too much work in progress(WIP) on More team members need to work on that stage
1 a single stage (for e.g. testing stage in this scenario) instead of any
Limiting the WIP of the previous stage

Under utilization of resources

Reallocate the resources somewhere else where
2 Pending tasks not moving to the
they can be utilized optimally
next step

Task is taking longer time than it

3
should be
 Kanban Board
Finding inefficiencies/issues in the process

Issue: Task is taking longer time than it should be

Reason Suggestions
Unequal sized tasks Break down the task into smaller sized
tasks
 Kanban Board
Finding inefficiencies/issues in the process
Scoping/Analyzing
Business Request /Specifying Scheduled Building Testing Business Review Release Ready

Sent from
review

TASK 3
 Kanban Board
Finding inefficiencies/issues in the process

Issue: Task is taking longer time than it should be

Reason Suggestions
Unequal sized tasks Break down the task into smaller sized
tasks
Task is stuck due to some bug or issue Keep a regular track of the board
 Kanban
Finding inefficiencies/issues in the process
Sl. no. Situation Suggestion
Too much work in progress(WIP) on More team members need to work on that stage
1 a single stage (for e.g. testing stage in this scenario) instead of any
Limiting the WIP of the previous stage

Under utilization of resources

Reallocate the resources somewhere else where
2 Pending tasks not moving to the
they can be utilized optimally
next step

Keep a regular track of the board

Task is taking longer time than it
3 Break down the task into smaller sized tasks
should be
 Kanban Board
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

Sent from
review

Feedback Loop
If tasks are sent multiple times for rework, process throughput
reduces

Work done on the task previously goes to waste

Hence, our Kanban board should highlight the tasks that sent
back for multiple reworks
 Kanban Board
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

Sent from
review
 Kanban Board
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

Sent from
review
 Kanban Board
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

Sent from
review
 Kanban
Finding inefficiencies/issues in the process
Sl. no. Situation Suggestion
Too much work in progress(WIP) on a More team members need to work on that stage
1 single stage (for e.g. testing stage in this scenario) instead of any of
Limiting the WIP the previous stage
Under utilization of resources
Reallocate the resources somewhere else where they
2 Pending tasks not moving to the next
can be utilized optimally
step
Keep a regular track of the board
Task is taking longer time than it
3 Break down the task into smaller sized tasks
should be

Make a mark on the task for the number of rounds

4 Multiple feedback loops that task is going for rework
 Kanban
Finding inefficiencies/issues in the process
Sl. no. Situation Suggestion
Too much work in progress(WIP) on a More team members need to work on that stage
1 single stage (for e.g. testing stage in this scenario) instead of any of
Limiting the WIP the previous stage
Under utilization of resources
Reallocate the resources somewhere else where they
2 Pending tasks not moving to the next
can be utilized optimally
step
Keep a regular track of the board
Task is taking longer time than it
3 Break down the task into smaller sized tasks
should be

Make a mark on the task for the number of rounds

4 Multiple feedback loops that task is going for rework
Find optimum WIP limit for your review step
Finding inefficiencies/issues
in the process
 Kanban
Finding inefficiencies/issues in the process

Sl. no. Situation Suggestion

Having a lot of external
4
dependencies
 Kanban Board
Finding inefficiencies/issues in the process

Business Request Track Scheduled Building Testing Business Review Release Ready

Sent from
review
 Kanban
Finding inefficiencies/issues in the process
Sl. no. Situation Suggestion
Develop a practice of regular follow ups on tasks listed
Having a lot of external
4 in “Tracking” column
dependencies
No need of a WIP limit on this column
 Kanban
Finding inefficiencies/issues in the process
Sl. no. Situation Suggestion
Develop a practice of regular follow ups on tasks listed
Having a lot of external
4 in “Tracking” column
dependencies
No need of a WIP limit on this column

Team required to work on non-

5
product features
 Kanban Board
Finding inefficiencies/issues in the process
Demo/ Business
Business Request Scheduled Building Testing Presentations Review Release Ready
Sent from
review
 Kanban
Finding inefficiencies/issues in the process
Sl. no. Situation Suggestion
Develop a practice of regular follow ups on tasks listed
Having a lot of external
4 in “Tracking” column
dependencies
No need of a WIP limit on this column

Team required to work on non- Create a task for such features and keep a track on the
5
product features same

6 Automate/Upgrade tasks Add such improvement tasks also on the board

 Kanban
Finding inefficiencies/issues in the process
Sl. no. Situation Suggestion
Develop a practice of regular follow ups on tasks listed
Having a lot of external
4 in “Tracking” column
dependencies
No need of a WIP limit on this column

Team required to work on non- Create a task for such features and keep a track on the
5
product features same

6 Automate/Upgrade tasks Add such improvement tasks also on the board

7 Assigning work to new person Assign the new person to the slowest step
Defining “Done”
 Kanban

Defining “Done”
Define done for each feature Define completion for each step
 Kanban
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

Sent from
review

TASK
A
 Kanban
Input Queue Analysis Development Build Ready Test Release Ready

In Progress Done In Progress Done In Progress Done In Progress Done

 Kanban

Define completion for each step

• If a step is complete on a task, it does not necessarily mean that

the task moves to the next step

• Task will simply sit in the done column of the previous step

• Do not have separate WIP limits for sub columns “In progress”
and “Done”

• Write "Done” rules as notes on the Kanban board

• Always check if the rules for “Done” were met in the previous
step or not
The Daily Standup
 The Daily Standup
Scrum has rules on:

• How long the meting will be?

• Who will be handling the meeting?
• What will be discussed in the meeting ?
Kanban is flexible
with no such rules
• Any team member can run the meeting even a
fresher
• No fixed duration of the meeting, depends on the
team’s experience
• Daily stand up is the time to get the board up-to-
date, identify issues, highlight problems if any etc.
Not a review meeting or demo of features built or
discussion about the product etc.
Specifying rules
 Specifying rules

Ensure rules are explicitly mentioned and everyone understands them clearly

• Writing WIP limit on top of the column

• Define “Done”
Kanban Flow Metrics
Kanban Flow Metrics
 Work in Progress
Input Queue Analysis Development Build Ready Test Release Ready

In Progress Done In Progress Done In Progress Done

All these steps are part of
the development process
1 2 7 9 11 14 16 18 20 22

3 4 8 10 12 15 17 19 21 23

5 6 13

WIP = 23
 WIP Limit
Finding inefficiencies/issues in the process

Business Request Scheduled Building Testing Business Review Release Ready

Sent from
review Limit: 6

Task 2

New

6 Tasks Pending
Cycle Time
Cycle Time
Cycle Time
Throughput
 Work Item Age

Elapsed time between when a work item ”started” and the current time

Start Time Current Time

Work Item Age

Provides Transparency to the flow

Agile Team tracks the start date of each item to calculate Work Item Age
 Work Item Age

Work Item Age Cycle Time

Leading Indicator Lagging Indicator

Relevant for non-finished item Relevant for finished items

 Work Item Age
Ageing Work in Progress Chart

Applications

• Help identify items that are struggling and

require attention

• Calculate the amount of time for which

item has been under WIP on Kanban
Board

• Predict flow risks based on historical cycle

times
Stages of the workflow
are represented
 WIP indicator shows
how many tasks are in
WIP
 Calendar item
indicating the current
date
 Visualizes how long
each task has spent in
Zoom
Percentage of task that
were previously
completed
 Leading & Lagging Indicators

Measure & Improvec

(Actionable)

(Non-Actionable)
Leading & Lagging Indicators
(Ability to track
Lagging Indicator
progress)

Conversion rate

Website Traffic

Leading Indicator
(Ability to adjust
your course)
Little’s Law
 Little’s Law
Links the three metrics Throughput, Work in progress & Cycle Time

Avg. Waiting time

Avg. Length of queue

Or Avg. Rate of Arrival
Number of items
waiting

John Little
Little’s Law

Avg. Waiting
time

Avg. Length of Each person has to wait

queue Avg. Rate of 3 minutes in the shop
Or Arrival
to get a burger
Number of items
waiting
2 people enter
6 people will be every minute
in the queue
6= 2 x 3
 Little’s Law

Avg. Waiting
time

Avg. Length of
queue Avg. Rate of
Or Arrival
Number of items
waiting

Avg. Avg. Avg.

WIP Throughput Cycle Time

Assumption: Stable flow i.e. no. of items being picked by development team is
equal to avg. number of items completed
Little’s Law
Avg. Avg. Avg.
WIP Throughput Cycle Time
OR
Avg. Avg. Avg.
Cycle Time Throughput WIP
OR
Avg. Avg. Avg.
Throughput WIP Cycle Time
 Little’s Law

Avg. Avg. Avg.

WIP Throughput Cycle Time
WIP: Unit is No. of work items

Cycle time: Unit is Days No. of work items = Days x No. of work items
Day
Throughput: Unit is No. of work items per day

No. of work items = No. of work items

 Little’s Law

Avg. Avg. Avg.

WIP Throughput Cycle Time

Avg. WIP
For 30 days sprint, try to collect data for previous 10—12 sprints Avg. Throughput
Avg. Cycle Time

Uses of Little’s Law Process can be considered as

stationary & predictable
• Checking Process Predictability
• Building Project management intuition Process has higher randomness
 Little’s Law
How not to use Little’s Law

Avg. Avg. Avg. Cycle time depends on

WIP Throughput Cycle Time a lot of factors other
than WIP &
10 5 2 Throughput

Don’t use it to predict future values/forecasting

Don’t use it to make Project completion commitments

 Little’s Law
Assumptions necessary for Little’s law to work

Measuring units for three metrics in the formula should be consistent

Average arrival rate should be equal to average departure rate/Throughput

WIP should be same as the beginning & the end of the chosen interval

All work that enters the process will also exit the process

Average age of WIP should remain the same

 Little’s Law
Assumptions necessary for Little’s law to work

WIP 1 WIP 2

Avg. age of 5 items in

In next 15 days WIP 2 > Avg. age of 5
10 new items 4 out of items in WIP 1
entered the these 5 got
process completed
WIP should be
steadily maintained
6 out of At the end of
these 10 15 days
got
completed

Avg. age of this

item is large
 Cumulative Flow Diagram

• Tracks progress for Agile Teams

• Shows state of WIP & Project pace

• Help identify potential risks & bottlenecks to be on track

500 issues in the To-Do
stage on March 16

Entry point for

To-Do

Leaving point
for To-Do
 Cumulative Flow Diagram

• Tracks progress for Agile Teams

• Shows state of WIP & Project pace

• Help identify potential risks & bottlenecks to be on track

• Help identify lead time, Cycle time, Throughput & Work in progress
Lead Time: Period between a new task’s appearance in your workflow and its final departure from the system

Approx. 2 months & 15 days

(Lead Time)
Cycle Time: Represents the amount of elapsed time that a work item spends as Work In Progress

Approx. 15 days
(Cycle Time)
WIP: Represents the amount of issues that have entered a given process but have not exited

325
WIP
(Approx. 175)
Throughput: Represents the amount of WIP (number of work items) completed per unit of time

Throughput
(Slope)
Bottlenecks
Bottlenecks: Lowest Throughput

Bottleneck
Bottlenecks: Lowest Throughput
The Bands are Progressing in Parallel
The Bands are Progressing in Parallel
The Band is Rapidly Narrowing
The Band is Rapidly Widening
The Band is Rapidly Widening
Scrum with Kanban
Strict rules Flexible
 Scrum with Kanban
Scrum Kanban
Three Pillars – Transparency, Inspection Define the workflow
and Adaptation

Visualize using Kanban board

Team – Product owner, development
team and scrum master
Set WIP limits
Artifacts – Product backlog, sprint
backlog, increment Actively manage work items

Events – Daily scrum, sprint, sprint

Measure flow metrics
planning, retrospection etc.
 Scrum with Kanban
Scrum Kanban
Three Pillars – Transparency, Inspection Define the workflow
and Adaptation

Visualize using Kanban board

Team – Product owner, development
team and scrum master
Set WIP limits
Artifacts – Product backlog, sprint These scrum rules will not be changed
backlog, increment
Careful,Actively manage
only these workrules.
are scrum itemsSome
practices like delivering value only at the
Events – Daily scrum, sprint, sprint end of a sprint are not scrum rules.
Measure flow metrics
planning, retrospection etc.
 Scrum with Kanban
Scrum Kanban
Three Pillars – Transparency, Inspection Define the workflow
and Adaptation
Clear definition
Visualize of beginning,
using Kanban end and steps
board
Team – Product owner, development in-between
team and scrum master
Setdecides
Only Scrum team WIP limits
the workflow
Artifacts – Product backlog, sprint
backlog, increment Actively
Strengthens themanage work items
pillar of Transparency

Events – Daily scrum, sprint, sprint

Measure flow metrics
planning, retrospection etc.
 Scrum with Kanban
Scrum Visualize using Kanban board Kanban
Strengthens the pillar of Transparency

WIPThree
limit 7Pillars – Transparency,
WIP limit 5 WIP limit 5 Define WIP WIP limit 8
WIP limit 6
Inspection the limit 4
workflow
Input Queue Analysis
and Adaptation Development Build Ready Test Release Ready

In Progress Done In Progress Done

Team – Product owner, development
team and scrum master
Set WIP limits
Artifacts – Product backlog, sprint
backlog, increment Actively manage work items

Events – Daily scrum, sprint, sprint

Measure flow metrics
Policies
planning, retrospection etc.
• Definition of done
• When will the work be pulled
• …
• …
 Scrum with Kanban
Scrum Kanban
Three Pillars – Transparency, Inspection Define the workflow
and Adaptation Setting WIP limits will change the system to
a pull-based system
Visualize using Kanban board
Team – Product owner, development
team and scrum master
Set WIP limits
Artifacts – Product backlog, sprint
backlog, increment Actively manage work items

Events – Daily scrum, sprint, sprint

Measure flow metrics
planning, retrospection etc.
 Scrum with Kanban
Scrum Set WIP limits Kanban
Creates a pull-based system

Three Pillars – Transparency, Inspection Define the workflow

and Analysis
Adaptation Development Testing Release

Team – Product owner, development

team and scrum master
Set WIP limits
Artifacts – Product backlog, sprint
backlog, increment Actively manage work items

Events – Daily scrum, sprint, sprint

Measure flow metrics
planning, retrospection
Policiesetc.
• Definition of done
• When will the work be pulled
• …
 Scrum with Kanban
Scrum Set WIP limits Kanban
Creates a pull-based system

Three Pillars – Transparency, Inspection Define the workflow

and Analysis
Adaptation Development Testing Release
WIP limit 7 WIP limit 6 WIP limit 5 WIP limit 7
Team – Product owner, development
team and scrum master
Set WIP limits
Artifacts – Product backlog, sprint
backlog, increment Actively manage work items

Events – Daily scrum, sprint, sprint

Measure flow metrics
planning, retrospection
Policiesetc.
• Definition of done
• When will the work be pulled
• …
 Scrum with Kanban
Scrum Kanban
Three Pillars – Transparency, Inspection Define the workflow
and Adaptation Only scrum team decides the WIP limits

Visualize using Kanban board

Team – Product owner, development
team and scrum master
Set WIP limits
Artifacts – Product backlog, sprint
backlog, increment Can we update WIP limits?
Actively manage work items
Yes, if it is required strategically.
When?
Events – Daily scrum, sprint, sprint Ideally during sprint retrospective, but this
is not a rule.
Measure flow metrics
planning, retrospection etc.
 Scrum with Kanban
Scrum Kanban
Three Pillars – Transparency, Inspection Define the workflow
and Adaptation Only scrum team decides the WIP limits

Visualize using Kanban board

Team – Product owner, development
team and scrum master
Set WIP limits
Artifacts – Product backlog, sprint
backlog, increment Can we update WIP limits?
Actively manage work items
Yes, if it is required strategically.
When?
Events – Daily scrum, sprint, sprint Ideally during sprint retrospective, but this
is not a rule.
Measure flow metrics
planning, retrospection etc.
 Scrum with Kanban
Individual work-items
Scrum Actively manage work items Kanban
should not be stuck

Three Pillars – Transparency, Inspection Define the workflow

and Analysis
Adaptation Development Testing Release
WIP limit 7 WIP limit 6 WIP limit 6 WIP limit 7
Team – Product owner, developmentEverything is within WIP limits
team and scrum master
Set WIP limits
Artifacts – Product backlog, sprint
backlog, increment Actively manage work items

Events – Daily scrum, sprint, sprint

Measure
Pending for a flow metrics
planning, retrospection etc.
long time
 Scrum with Kanban
Scrum Kanban
Three Pillars – Transparency, Inspection Define the workflow
and Adaptation • WIP limits highlight issues at process steps

Visualize
• Metrics using Kanban
like Work-item Age andboard
SLE highlight
Team – Product owner, development issues with individual work-items
team and scrum master
Set WIP limits
Artifacts – Product backlog, sprint
backlog, increment Actively manage work items

Events – Daily scrum, sprint, sprint • Manage flow of individual items

• Ensure input
Measure
rate = flow metrics
output rate (throughput)
planning, retrospection etc.
 Service Level Expectation
Service level expectation (SLE)
An estimation of the cycle time for work-items

Why do we calculate SLE?

• To calculate estimated delivery date
• Benchmark for comparing with work-item age
• Identifying stuck/ delayed items

How is it calculated?
Based on historical values. If old data is not available, guess initially and update
later
 Service Level Expectation
How is SLE used?
Identify slow items by comparing work-item age with SLE
Define policy to handle slow items
Talk about the items which missed the SLE during Retrospective

Is SLE same as SLA?

No, SLA is Service level Agreement – It is a commitment
SLE is an estimation
 Batch Size
What is Batch size?
Items which will be worked-on together. In scrum, all items to be completed in
a Sprint will be batch size.
Impact of Batch size?
Large batch size – longer sprints – Slower inspection and adaptation
• Slow adaptation means process will be inefficient – Inefficiency cost

Small batch size – faster and multiple sprints – Prepare and deploy many times
• Multiple deployments – overhead cost

Therefore, we need to find optimal batch size

 Batch Size
Example
Total 30 items Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5
2 items 2 items 2 items 2 items 2 items
6 days 6 days 6 days 6 days 6 days

Sprint 1 Sprint 2 Sprint 3 Sprint 6 Sprint 7 Sprint 8 Sprint 9 Sprint 10

10 items 10 items 10 items 2 items 2 items 2 items 2 items 2 items
30 days 30 days 30 days 6 days 6 days 6 days 6 days 6 days

Sprint 11 Sprint 12 Sprint 13 Sprint 14 Sprint 15

2 items 2 items 2 items 2 items 2 items
Scenario 1: Batch size of 10
6 days 6 days 6 days 6 days 6 days

Sprint takes 30 days to complete Scenario 2: Batch size of 2

Only 3 sprints – only 3 feedback loops
Sprint takes only 6 days to complete
15 feedback loops – 15 times planning & deployment
 Batch Size
Cost nomenclature
Large batch size – Longer sprints – delay in feedback - Holding cost

Smaller batch size – Multiple sprints – planning and deployment many times –
Transaction cost/ Overhead cost
 Batch Size

Suggestive cost curves – for purpose

of understanding only

Exact value of these costs cannot be

measured
 Scrum with Kanban
Scrum Kanban
Three Pillars – Transparency, Inspection Define the workflow
and Adaptation

Visualize using Kanban board

Team – Product owner, development
team and scrum master
Set WIP limits
Artifacts – Product backlog, sprint
backlog, increment Actively manage work items

Events – Daily scrum, sprint, sprint

Measure flow metrics
planning, retrospection etc.
Scrum with Kanban
Scrum Events

Sprint Planning

Sprint

Daily scrum Kanban board

Kanban metrics
Sprint Review

Sprint Retrospective
Scrum with Kanban
Scrum Events

Sprint Planning

Flow metric guide in planning

Sprint
Capacity for upcoming sprint -> historical throughput
Daily scrum

Sprint Review

Sprint Retrospective
 Scrum with Kanban
Scrum Events

Sprint Planning

Sprint
Kanban board – continuous view of work-items
Daily
Kanban metrics – highlighting scrum
issues with process and work-items

Q. In Kanban, work flows continuously Sprint

and in Review
scrum, work (increment) is delivered only at the
end of sprint, how can they work together?
Sprint times
In scrum, work can be delivered multiple Retrospective
during a sprint also. Scrum does not restrict flow
 Scrum with Kanban
Scrum Events

Sprint Planning

Sprint

Daily scrum
Kanban board facilitates daily scrum discussion
Sprint Review
Kanban metrics such as WIP, work-item age should be reviewed
Sprint Retrospective
Caution: Things which are not on board, should also be discussed
 Scrum with Kanban
Scrum Events

Sprint Planning

Sprint

Daily scrum

Sprint Review

Throughput can be used to estimate capacity and delivery dates

Sprint Retrospective
Cycle time can be used to work-item specific performance
Scrum with Kanban
Scrum Events

Sprint Planning

Sprint

Daily scrum

Sprint Review

Sprint Retrospective
Metrics should be used to highlight issues
Scrum with Kanban
Scrum Events

Sprint Planning

Sprint
Kanban tools help in
inspection and adaptation
Daily scrum
Improving development
Sprint Review process

Sprint Retrospective
 Scrum with Kanban
Kanban related features should also be inspected and adapted

Visualization Policies How-we-work policies

Related to Kanban board Related to working practices

Steps in the development process Adjusting WIP limits

Definition of work What should be done when Work-

item age crosses SLE

Definition of work done