Category Archives: Scrum Guide

Scrum, Kanban, OpenAgile: Same Goals, Different Approaches

The inspiration of this opinion piece comes from a professional student who just finished reading “The Scrum Guide” by Ken Schwaber and Jeff Sutherland, “Essential Kanban Condensed” by David J Anderson and Andy Carmichael, and “The OpenAgile Primer” by Mishkin Berteig and The Berteig Consulting Team. These thoughts come from a humble place and is very open to feedback, differing opinions, or just comments in general. If I’m out to lunch, let me know!

On the surface of what seemingly looked like 3 very similar practices–after careful deliberation–turned out to be 3 unique approaches to creating high performance teams that deliver quality services. The objective of my article is to share some of the key differences that I uncovered after reading about each practice.

 

Differences in Structure:

All 3 agile practices rely on iterative development and continuous feedback to optimize the delivery of products and services. However, the difference I see is in the structure of each. Scrum is a defined framework with a set prescription to maximize the output of software delivery and product building. Whereas, Kanban is a flexible method that uses evolutionary change and self-organization as a way to continuously build out value and services, without overburdening the team. OpenAgile uses self-organizing behaviour that allows team members to commit to tasks based on capacity while prioritizing tasks with the highest value drivers.

 

Differences in Reflection periods:

All 3 agile practices stress the importance of reflecting and receiving feedback, however, each one implements this important event at different times. One of Scrum’s most vital ceremonies is the “Retrospective”. This time of reflection takes place at the end of every sprint—giving team members the time to reflect on ‘what went right’, ‘what went wrong’, and ‘areas for improvement’. OpenAgile encourages reflection within the ‘Engagement Meeting’ which kicks off every cycle—allowing team members to start off with improvement ideas at the forefront of every new cycle. Kanban on the other hand, incorporates seven specific opportunities for feedback loops (i.e. cadences) which are strategically placed so that feedback is continuous and supports the goal of evolutionary change.

 

Differences in Defining a “Team”:

All 3 writings described the importance and closeness of the “team” that is building these high-value services/products yet, the makeup of these teams differed quite largely between the 3 agile practices. Starting with Scrum—this practice has the defined role of ‘Scrum Master’ and ‘Product Owner’ but a cross-functional group of people who makeup the ‘development team’. The ‘Scum Master’ and ‘Product Owner’ are very intentional roles—serving strict and important functions for the ‘development team’ and their success. This differs from a ‘team’ within the Kanban practice which is just a group of people with no real designated roles. The team as a whole, works collaboratively and self-organizes on their own. Similarly, OpenAgile does not concern itself with defined roles and is also made up of a self-organizing team (or individual). However, OpenAgile does speak on the importance of team members stepping up to serve their teams in necessary capacities in which they name as the process facilitator and growth facilitator.


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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.

Please share!
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