Interview with Janice Linden-Reed, CPO at Lean Kanban Inc.

Janice Linden-Reed was asked to help our readers understand the efficacy of Kanban training, as well as its relationship to Agile frameworks. The following is her response (republished from the REALagility Newsletter, Nov. 2017).

“Kanban is useful in any situation where the flow of work is uneven, and/or people are swamped with too much work. It is not a replacement for Scrum; it can be overlaid in any current system a business may be using. Kanban helps organize and manage, so that everyone understands customer demand versus individual capacity. Kanban enables one to sort out, and get back into control of, their work.

There is lots of debate around the relationship between Kanban and being agile. David Anderson, Kanban’s founder, had been experimenting with applying Lean principles to knowledge work in particular. In a sense, Kanban combines being agile with Lean principles. Kanban can create order just in time for changing conditions (disruption). Kanban is not in an either/or position with Scrum; the two can be combined.

Around 2005 David Anderson was approached about a complex project at Microsoft, and started to apply what he’d been learning. By 2010 his book, Kanban: Successful Evolutionary Change, was published. In 2011, the Lean Kanban University (LKU) was established because the capacities of people who were teaching Kanban varied greatly. The university ensures people use the right materials and learn all the elements of a successful Kanban curriculum. Thus an Accredited Kanban Trainers (AKT) is endorsed by LKU.

Kanban teaches: start where you are now, whatever your situation, whatever framework you may be using. The challenge with Kanban is simply knowing what you’re doing at any given moment. Kanban can help you start with getting visibility of the work, so that everyone – managers and employees alike – are on the same page. Kanban is very free about then allowing change to occur.

Kanban is used by the agile community worldwide, to differing degrees, offering both shallow visuals or deep risk management. It works mainly for knowledge and service work, i.e. insurance companies and banks – work that is essentially invisible, and is of different sizes. Because knowledge work is not visible, management may not know how much an employee has on his or her plate.

A trained AKT understands systems thinking and a pull system, all the way to applying advanced techniques to improve flow and predictability. The training will be eye-opening – time well-spent!”

Read more about Kanban at:

http://www.agileadvice.com/2017/06/01/kanban/kanban-real-scaled-agility-enterprise/


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Scrum Guide Revisions: from a Webinar with Ken Schwaber & Dr. Jeff Sutherland

If you’ve not had a chance to view this webinar which explains changes to the 2017 Scrum Guide, I offer this brief review.

Some History

The Scrum Guide by Ken Schwaber and Dr. Jeff Sutherland was first formally presented in 1995 at an OOPSLA Conference in Texas. The first version of the Scrum Guide was released in 2010 as the official “Body of Knowledge of Scrum.” This was posted in a neutral open space for anyone to access, and the authors received tons of feedback.

The 2017 Scrum Guide, according to Schwaber, provides a minimal approach to Scrum to enable people to use it, but not be restrained by it. He adds that this 2017 version was motivated by people’s feedback and input.

So what’s new?

  • The uses of Scrum – Scrum has expanded far beyond IT

  • Refined role of the Scrum Master – SM is responsible for promoting and supporting Scrum as defined in the Scrum Guide, by helping everyone understand Scrum theory, practice, rules and values; and, as much as is possible, within the culture of the organization, and according to the SM’s organizational and political skills, and patience. It’s a very tough job.” (Schwaber)

  • Clarifying the purpose of the Daily Scrum – The daily scrum has been a problem area; it’s more than reporting your action; it’s about replanning and refocussing, and moving the backlog to “done.”

  • Time boxes – only require a maximum length; clarity has been added around time boxes using the words “at most” to remove questions that events have to be a certain length.

  • Sprint Backlog – includes feedback from the sprint Retrospective; it’s about continuous improvement; the sprint backlog makes visible all the work that the development team identifies to meet the sprint goal; it includes at least one high priority process improvement identified in the previous Retrospective meeting. (The authors struggled with this, worried it would be too prescriptive.)

Misconceptions?

Schwaber and Sutherland also address common misconceptions in the webinar. One topic they emphasize is that Scrum is not only relevant to software delivery, but can be used in many different domains, from products to services.

They also address the idea that releases may be delivered at any time, not just at the end of the sprint. Sutherland calls this “continuous deployment.”

Another misconception the authors discuss is whether or not Scrum and DevOps are competitive.

Jeff Sutherland states: “The biggest problem in attempting Scrum is not using every part of it.” The parts are interlocking, and all need to be synchronized. In other words, use all of Scrum!

The Future

Scrum may be needed more than ever. The rate of change in the world has accelerated beyond being linear. The authors outline three universal dimensions of change:

  1. People – including markets, population, distribution, social and religious organizations

  2. Technology – !

  3. Mother Earth – including climate, desertification, oceans, etc.

Changes in these three areas cause great cultural instability. The sweet spot of Scrum is vision with a team of people who can create something new and needed!

The webinar contains valuable nuggets of information, plus it’s fascinating to watch these two innovators. Enjoy!

https://www.scruminc.com/scrum-guide-revision-webinar


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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