Professional Scrum

WITH KANBAN
@ScrumDotOrg

Sanjay Saini | 989100139 | [email protected] V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 1
 1
Introductions

@ScrumDotOrg v1.4.0 ©1993 – 2019 Scrum.org All Rights Reserved

V1.5.0 2
 Exercise

Team Start-Up Make roughly even-sized, multi-disciplinary teams of

6 members, or less, and review the Scrum Events.

Post for all to see:

• Why do you think Kanban will improve
what you do?
• 3 things you want to learn in this class

10
minutes

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Why Are You in This Class?

• Introduce yourself
• What is your experience with Scrum?
• What is your experience with Kanban?
• What is your background?
• Development?
• IT?
• Other?

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Agenda

• Introductions • Scrum with Kanban

• Professional Scrum Primer • Artifacts – Sprint Backlog
• Kanban Theory, Principles and • Events
Practices • Roles
• Kanban in Practice • Artifacts Continued –
Increment, Product Backlog

With joyful exercises along the way!

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Kanban in the Scrum Context

• Like the Scrum Guide; a simple set of rules

to help Scrum Teams get the maximum
benefit from Kanban practices.

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 It’s Your Experience. Own It.

Guidelines for how to work during this class:

• Day timing
This course is • Lunch, break times, and exercises
collaborative. • Electronics, such as phones, tablets, and
Talk to me, talk laptops
to each other. • Off-track discussions

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Scrum.org Mission

Improving the Profession of

Software Delivery

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Professional Scrum at Scrum.org www.scrum.org/courses

All members of a Scrum Team Scrum Masters・Managers・ Experienced Scrum Masters

including: Developers・Scrum Product Owners・Product Product Owners・Product
Scrum Team Members
Masters・Product Owners・ Managers・Advanced Managers・Advanced
Analysts・Testers … Practitioners Practitioners

Everyone! Development Leads and Managers・Leaders・Product Experienced Scrum Masters・ UX Practitioners・Product Owners
Managers・Scrum Masters・ Owners・Scrum Masters Advanced Practitioners ・All members of Scrum team
Project Managers・Advanced
Practitioners

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Professional Scrum with Kanban Course

PURPOSE AUDIENCE

• Provide practical insights into • People who have experience

the mechanics and practices of working with a proficient Scrum
Kanban in the context of a Team.
Scrum Team. • Ideally, attendees have read
• Learn how to add Kanban to the Scrum Guide, the Kanban
Scrum in a way that provides Guide for Scrum Teams, and
the maximum benefit. have passed the Scrum Open
assessment.

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Suggested Reading

THE KANBAN GUIDE FOR SCRUM TEAMS COMPLEMENTARY BLOG POSTS

• What Scrum Gets Wrong about
Kanban and What Kanban gets
Wrong about Scrum
http://bit.ly/ScrumKanbanMisco
nceptions
• Scrum with Kanban – Building
Bridges Not Walls -
http://bit.ly/ScrumKanbanBridge
• Scrum and Kanban – Stronger
Together -
http://bit.ly/ScrumKanban
StrongerTogether

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 2
Professional Scrum Primer

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V1.5.0 12
For Scrum Teams, the Scrum Guide Applies
“The Scrum framework consists of Scrum Teams and their
associated roles, events, artifacts, and rules. Each
component within the framework serves a specific
purpose and is essential to Scrum’s success and usage.

The rules of Scrum bind together the roles, events, and

artifacts, governing the relationships and interactions
between them.”

“Scrum exists only in its entirety and functions well as a

container for other techniques, methodologies, and
practices.”

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Roles, Artifacts and Events in the Scrum Framework
Roles

• Product Owner
• Development Team
• Scrum Master

Artifacts

• Product Backlog
• Sprint Backlog
• Increment

Events

• Sprint
• Sprint Planning
• Daily Scrum
• Sprint Review
• Sprint Retrospective

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 Case Study Exercise

Ask the Experts You’ve been approached by a company to join

as a Scrum Master and help with their
Introduction current Scrum implementation. They think
they’re doing Scrum correctly, but they’re still
struggling.
Members of their team can’t agree on
specific ideas in the Scrum Guide, so they
want to see what you think.
As a group, answer the following series
of questions.
20
minutes

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 Case Study Exercise

Ask the Experts The Sprint Goal is mandatory

#1 in Scrum.

3
minutes

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 Case Study Exercise

Ask the Experts Every item in the Sprint Backlog

#2 must help the Development Team
achieve their Sprint Goal.

3
minutes

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 Case Study Exercise

Ask the Experts A Development Team can reserve

#3 80% of their capacity for unplanned
work.

3
minutes

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 Case Study Exercise

Ask the Experts The Scrum values are mandatory

#4 in Scrum.

3
minutes

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 Case Study Exercise

Ask the Experts Your Scrum Team must master

#5 all 5 Scrum values before you
attempt Scrum.

3
minutes

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 Case Study Exercise

Observations from Now that this company has decided you’re a

a Typical Sprint good fit to help them out, they’d like you to
help a specific Scrum Team. You join the
team as it goes through a typical Sprint. The
team is self-organizing, so you decide to just
observe, ask questions, and not intervene.

Use the following snapshots of the

Scrum Team’s board throughout their
15
minutes
Sprint to make observations.

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 Day 1 Day 5 Day 10
Day One, End of Sprint Planning
Sprint Backlog To Do Doing Done
Legend
Analysis

Coding

Testing

Tasks

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 Day 1 Day 5 Day 10
Day Two, End of Daily Scrum
Sprint Backlog To Do Doing Done
Legend
Analysis

Coding

Testing

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 Day 1 Day 5 Day 10
Day Four, End of Daily Scrum
Sprint Backlog To Do Doing Done
Legend
Analysis

Coding

Testing

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 Day 1 Day 5 Day 10
Day Six, End of Daily Scrum
Sprint Backlog To Do Doing Done
Legend
Analysis

Coding

Testing

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 Day 1 Day 5 Day 10
Day Eight, End of Daily Scrum
Sprint Backlog To Do Doing Done
Legend
Analysis

Coding

Testing

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 Day 1 Day 5 Day 10
Day Ten, Just Before Sprint Review
Sprint Backlog To Do Doing Done
Legend
Analysis

Coding

Testing

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Sprint Burndown Chart

140

120

100

80

60

40

20

0
Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10

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 Case Study Exercise

Sprint Now that you’ve observed a typical Sprint,

Retrospective what suggestions would you make to
the team?
What’s in the Scrum Guide that could
help this team?

5
minutes

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TAKE • Scrum has key concepts that make it effective. If
you skip those concepts, you lose out on some of
AWAY the benefits.
• Even done well, Scrum still doesn’t explicitly
Professional address/help with all challenges a team might
Scrum Primer
face.

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Learn More About Scrum

“The Scrum Guide” (Ken • Scrum Primer For Kanban

Schwaber, Jeff Sutherland) Teams

http://bit.ly/ScrumPr
imerForKanbanTeam
s

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 3
Kanban Theory, Principles, and Practices

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 Case Study Exercise

Flow/Queueing The first step to helping the

Exercise team improve is to explore
the basics of flow.

You decide to run a basic flow/queueing

exercise with the team
20
minutes

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 Exercise

Flow Exercise Stay with your team.

Debrief Discuss and document:
• Three things you learned from the
exercise, or,
• Two things you learned from the exercise
AND the next process improvement you
would make to improve Cycle Time.
What was most surprising to you?
5
minutes Ask questions!

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 Case Study Exercise

“I See Batches. I You just played the Flow Exercise with the
See Them All the Scrum Team. You’re now discussing batches
Time.” in Scrum.
• What are the Pennies in Scrum?
• Identify the types of batches in
Scrum.
• For each batch type –
• What is the batch size?

5
minutes
•
•
How could you reduce it?
What would be the pros and cons of doing
that?

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What is Kanban in a Scrum Context

Kanban (n): a strategy for

optimizing the flow of stakeholder
value through a process that
uses a visual, work-in-progress
limited pull system.

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Kanban for Scrum Teams – Core Practices

1. Defining and visualizing the “Workflow”

2. Limiting work-in-progress (WIP)
3. Actively managing the items in progress
4. Inspecting and adapting your “Workflow”

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These Are PBIs

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May Use Colors to Identify Types of PBIs (optional)

Legend
Type 1

Type 2

Type 3

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Add a workflow

Legend
Input Analysis Dev Development Deploy Release
Test
Queue Ready Ready Ready Type 1
In Progress Done In Progress Done

Type 2

Type 3

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Identify workflow items

Legend
Next PBI Discovery Build Building Deploy Release
Validate
in Sprint Ready Ready Ready Type 1
Doing Complete Doing Complete

Type 2

Type 3

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 Case Study Exercise
As you’re presenting Kanban to the team, A helpful
“Waterflow or team member says “This looks a lot like a waterfall!
Waterfall?” Are we sure we want to do this?”

5
minutes
• Is this Waterfall?
• Is this Kanban?
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It’s not Kanban without Limiting Work-in-Progress (WIP)
5 4 3 4 2 2

Next PBI Discovery Build Building Deploy Release

Validate
in Sprint Ready Ready Ready
Doing Complete Doing Complete

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It’s not Kanban without Limiting Work-in-Progress (WIP)
5 4 3 4 2 2

Next PBI Discovery Build Building Deploy Release

Validate
in Sprint Ready Ready Ready
Doing Complete Doing Complete

Flow

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Scrum Teams using Kanban Must Track 4 Flow Metrics
SLE – 85% of work items will
5 4 3 4 2 2 be finished in eight days or
less

Next PBI Discovery Build Building Deploy Release

Validate Stage Production
in Sprint Ready Ready Ready
Doing Complete Doing Complete

Work in Progress

Throughput
Work item Age

Cycle Time

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A “Little” Queuing Theory

Average Work in Progress

Average Cycle Time =
Average Throughput

Where:
how long it takes one item
Cycle Time =
to go through the process
how many items are in the
Work in Progress = John Little - Little’s Law
process at any time
how many items are
Throughput =
produced per unit of time
Image:https://en.wikipedia.org/wiki/Little%27s_law

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Kanban for Scrum Teams – Summary
1.Defining and visualizing the “Workflow”
2.Limiting
work-in-progress (WIP)
3.Actively managing the items in progress
4.Inspecting and adapting your “Workflow”

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TAKE • Focusing on flow and reducing batch size is a way
to improve your delivery of value.
AWAY • The 4 Core Kanban Practices and 4 key Flow
metrics can help you focus on understanding and
Kanban Theory, improving the Flow of work
Principles, and
Practices • Little’s Law states that in general, the more things
that you work on at any given time (on average) the
longer it is going to take for each of those things to
finish (on average).

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Suggested Reading

• http://bit.ly/LittlesLaw
• http://bit.ly/UnderstandingPSK
Guide

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 4
Kanban in Practice

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 Case Study Exercise

Learn Kanban The Scrum Team is warming up to the idea of

Mechanics using Kanban. They ask to experience it
hands-on. You setup some time to go through
a Kanban Simulation exercise together.

120
minutes

https://getkanban.com/

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 Exercise

Kanban Simulation
Debrief Possible questions to explore:
• Two strategies or tactics that worked well for you
• Two things you would do differently if you could
play this simulation again
• What is the difference between how you played
the simulation and how you currently work?
• What was your biggest learning or insight from
the simulation?
• If you could create and pull an improvement card

15
of your choice – what would it be?

minutes Ask questions!

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TAKE • Visualization improves transparency and
collaboration
AWAY • Limiting WIP improves flow
Kanban in
• Changes in workflow policies can have an impact
Practice on flow
• Class of service work items can trigger the
accumulation of flow debt

"Kanban is about getting you

to ask the right questions
sooner.” - Daniel Vacanti
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Suggested Reading

• http://bit.ly/ClassWarfareVaca • https://getkanban.com/ - The

nti Daniel Vacanti - Class GetKanban Game
Warfare

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 5
Scrum with Kanban

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V1.5.0 56
 Exercise

How is Scrum Now that you know more about Kanban, which
elements of Scrum are changed the most?
changed?

Events Roles Artifacts Other

Sprint Product Owner Product Backlog Definition of
"Done"
Sprint Planning Development Sprint Backlog Refinement
Team
Daily Scrum Scrum Master Increment Sprint Goal

10
Sprint Review
Sprint
Retrospective
minutes

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Scrum with Kanban is Still Scrum

• When adding Kanban to Scrum, nothing in

the framework changes. The Scrum Guide
still applies.
• The Kanban practices may add to the
existing roles, events, and artifacts.

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 Case Study Exercise

Where to start The Scrum Team is excited to take what

they’ve learned about Kanban and
implement it. They’re unsure where to start
and ask you for your advice as their Scrum
Master.

How do you respond?

3
minutes

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Scrum Guide Relationship Added Transparency with Visualization

• Sprint • To help with the plan for the Sprint, the

team visualizes:
• Backlog • The way work flows in the process
• The current state of PBIs
• The policies that impact work

This is your Scrum Team’s definition of

“Workflow”

A R T I FAC T

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Start With the Work

Everything

To Do WIP Done

To Do A B C D Done

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Start With the Value Stream

Sprint
A B C D Done
Backlog

To Do A B C D Done

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Scrum Example
Sprint Backlog To Do Doing Done
Legend
Analysis

Coding

Testing

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 Case Study Exercise

Build a Kanban Help the Scrum Team understand their flow of work
and build their definition of “Workflow”.
Board
Everything Sprint A B C D Done
Backlog
To Do WIP Done

To Do A B C D Done To Do A B C D Done

Cover the workflow from Sprint Backlog

all the way to Done.
15
minutes

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Case Study Exercise

Tasks in the The team’s Scrum Board had tasks and PBIs. A
Sprint Backlog Kanban Board focuses on the flow of
Definition of PBIs.
Workflow

What about Tasks? Where did the tasks

from the Scrum Board go?
5
minutes

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Typical Flow Policies for Your Sprint Backlog with Kanban

• Backlog item types

• Workflow
• Visualization policies
• WIP limits
• Pull/prioritization policies
• Service Level Expectations (SLE’s)
• Definition of “Done”

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Case Study Exercise
Do we have a good “Definition of Workflow”?
Assess your
definition of • Does it have:
Workflow
• Backlog item types
• Workflow
• Visualization policies
• WIP limits
• Pull/prioritization policies

10
minutes
• Service Level Expectations (SLE’s)
• Definition of “Done”

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 Case Study Exercise

Difference of The Product Owner is insisting that the

opinion Development Team reduce their WIP limit on
the testing phase. The PO doesn’t want
testing work piling up. The PO insists that this
will improve throughput and cycle time.

What do you do in this situation as the

team’s Scrum Master?
5
minutes

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 Case Study Exercise

Difference of The Development Team wants to add

opinion, part two refinement to their definition of “Workflow”
and the Product Owner thinks the WIP Limit
is too low. She says “I like to have several
ideas in flight at once, I don’t want to be
constrained.” The Dev Team wants to be able
to focus on only a few items.

Weigh in as the team’s Scrum Master

and how to address this.
5
minutes

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TAKE • Defining and visualizing your Scrum Sprint
AWAY “Workflow” is the first step towards improving Flow.
Visualizing the
• At a very minimum your definition of Workflow
Scrum Sprint should include WIP limits
Backlog with
Kanban
• Don’t aim for perfection – This is just a starting
point
• Start using your Workflow,
see what’s working and not working
and then inspect and adapt it.

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Suggested Reading

Kanban Kick-Start Field Guide Kanban Kick-start Example Limiting WIP – What Who How

• http://bit.ly/Kanba • http://bit.ly/Kan http://bit.ly/LimitWIP

nFieldGuide by banKickstartExa WhatWhoHow -
Christophe mple by Henrik by Yuval Yeret
Achouiantz Kniberg

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 6
Introducing Flow to Scrum’s Events

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V1.5.0 75
 Exercise

Impact on We’ve learned that Scrum’s Events aren’t

Scrum Events changed by introducing Kanban. They ARE
Impacted though.

Explain to the Development Team and

Product Owner how their Scrum Events
might be impacted when introducing the
3
minutes
Kanban complementary practice and
flow metrics.

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 Case Study Exercise

The Scrum Team has completed their initial

Sprint Planning definition of “Workflow” and are ready to start
Sprint Planning.
The Development Team and Product Owner are
very confident that they don’t need your help as
they’re basically going to do the same thing
they’ve always done.

Explain to the Development Team and

Product Owner how Sprint Planning is
3
minutes
impacted when introducing the Kanban
complementary practice

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 Case Study Exercise

Forecasting You tracked some Lean/Flow metrics in the

From Metrics Kanban Simulation..
Which metrics/charts are useful for Sprint
Planning?

Use these metrics to plan the next

“Sprint”
3
minutes

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Cumulative Flow Diagrams

Work Items

Calendar Days
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Cumulative Flow Diagrams

Cumulative Work
Item Count

Process States
Work Items

Calendar Time

Calendar Days
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Example Kanban Board
2 2 1

Analyzing Developing
Testing Done
Active Done Active Done

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Cumulative Flow

Work Items

Calendar Days
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Reading the Data

Total Work in
Progress (WIP)
Work Items

Legend
Specifying (Active)
Specifying (Done)
Developing (Active)
Developing (Done)
Testing
Done

Calendar Days
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Reading the Data

Approximate
Average Cycle
Time
Work Items

Legend
Specifying (Active)
Specifying (Done)
Developing (Active)
Developing (Done)
Testing
Done

Calendar Days
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Reading the Data

Work Items

Legend
Specifying (Active)
Specifying (Done)
Developing (Active)
Developing (Done)
Testing
Done

Calendar Days
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Reading the Data

Slope of Top Line = Avg.

Work Items Arrival Rate

Slope of Bottom Line =

Avg. Throughput

Timeline
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Reading the Data

Work Items

Legend
Specifying (Active)
Specifying (Done)
Developing (Active)
Developing (Done)
Testing
Done

Calendar Days
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Little’s Law in Action

Cumulative Quantity

John Little - Little’s Law

Approx. Avg.
Cycle Time

Avg. Work in Progress

Avg. Cycle Time =
WIP

Avg. Throughput

Time

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What does Little’s Law say about this situation?

Cumulative Quantity Approx. Avg. Cycle Time

WIP
Avg. Work in Progress
Avg. Cycle Time =
Avg. Throughput

Time

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Sprint Planning Flow
Development Team
Definition of Product Retrospective
(Throughput
“Done” History) Backlog Commitments

1 What Definition of
“Workflow”
Analyze, evaluate and select
Product Backlog for Sprint.
Sprint Goal gives direction
2 How
Decompose into actionable plan It might be easier to
figure out the What
Enough Work is decomposed
and the How with
the addition of
Sprint Goal + Sprint Backlog (Forecast + Plan)
quantifiable metrics

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Use Throughput to create the Sprint Forecast

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Isn’t This #NoEstimates? What IS #NoEstimates?

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 Case Study Exercise

Why bother with The team doesn’t want to do any Sprint

Sprint Planning? Planning. They want to move to an entirely
just-in-time planning approach.

What would your response be?

5
minutes

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 Case Study Exercise From the Scrum Guide:
Having set the Sprint Goal and selected the Product Backlog
Sprint Planning items for the Sprint, the Development Team decides how it will
build this functionality into a "Done" product Increment during the
Part II - How will Sprint…..The Development Team usually starts by designing the
system and the work needed to convert the Product Backlog into a
the chosen work working product Increment. Work may be of varying size, or
estimated effort.… Work planned for the first days of the Sprint by
get done? the Development Team is decomposed by the end of this meeting,
often to units of one day or less.

Together with the Development Team,

explore options for how to adjust the
“How will the chosen work get done”
part of Sprint Planning now that they’re
5
minutes
starting to use Kanban.

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 Scrum Guide Relationship Same Outputs, Less Effort

Sprint Planning • Metrics based

• Goal focused
• Lighter weight
• Typically shorter
• More about WHAT than HOW
• Scrum still applies, so the Development
Team has the final say on what gets pulled
into a Sprint.

EVENT

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 Case Study Exercise
In a Daily Scrum, the Development Team that is about ½ way
Daily Scrum, through their Sprint and they’re reviewing their Kanban board.
example 1 2 2 1

Sprint Discovery Building User

Acceptance Prod.
Backlog
In Progress Complete Doing Complete

5
minutes

What questions should be raised.

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 Case Study Exercise
The Development Team is having a Daily Scrum few days before
Daily Scrum, the Sprint Review.
example 2 2 2 1

Sprint Discovery Building User

Acceptance Prod.
Backlog
In Progress Complete Doing Complete

5
minutes

What questions should be raised.

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Focus on the flow of work – Tell the story from the PBI’s perspective

• Work the board right 2 2 1

to left
Sprint Discovery Building User
• What happened to Backlog
In Progress Complete Doing Complete
Acceptance Prod.

work items yesterday?

• What is going to
happen to work items
today?
• Is there any
impediment to flow?
Right-to-Left Daily Scrum Flow

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 Case Study Exercise
One of the Scrum Teams has set up a board that looks like this.
Daily Scrum,
example 3 2 2 1

Sprint Discovery Building User

Acceptance Blocked
Backlog
In Progress Complete Doing Complete

5
minutes
What advice would you give the team?

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 Case Study Exercise
We’re in the Daily Scrum a few days before the Sprint Review. This
Daily Scrum, is how our Kanban board looks.
example 4 2 2 1

Sprint Discovery Building User

Acceptance Prod.
Backlog
In Progress Complete Doing Complete

5
minutes
What is this telling us? What should we do?
= Blocked V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 101
Blocked Work Items

• Waiting for someone

(to solve a problem, provide
information, etc.)
• Waiting for something
(e.g. license, hardware, env., etc.)
• When complete and waiting for
next in flow, NOT blocked

Block != Bottleneck
Block = Impediment?
V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 102
 Case Study Exercise During their Daily Scrums, the Development Team monitors
their Burndown Chart. Progress looks good. Late in the
Who’s working Sprint, the team realizes that an item in Discovery Finished
on this? has been sitting there for almost the entire Sprint and no
one noticed. They’re not sure there’s enough time to get it
completed.

Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10

5
minutes
Can we find a way to bring more transparency
to such a problem in the future?

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Work Item Aging

The most important metric

you’ve never heard of.

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Multi-sensory Transparency of Work Item Age
“I measure latency quite easily.
I write dates at the back of the
cards. I calculate latency by doing a
simple math: date the story finished
minus the date the story started.
But text on the back of the cards
was not very visible.
But I needed something more
visible. That is when my current
team came up with the following
technique. It is definitely very
visible!”
http://bit.ly/LatencyBanana

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Visualize Work Item Aging – Highlight cards that aren’t moving

Slow-moving
item

Planview Leankit https://leankit.com/

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Take it to the next level – Use a Work Item Aging Chart

15 85%
Age (Days)

10 70%

7 50%

5 30%

Analysis Active Analysis Done Dev Active Dev Done Testing

https://analytics.actionableagile.com/ V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 108

Work Item Aging Chart
20 95%
Likely not happening

15 85%

At risk
Age (Days)

7 50%

Looking good

Analysis Active Analysis Done Dev Active Dev Done Testing

https://analytics.actionableagile.com/ V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 109

What can we make of this? (Example 1)

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What can we make of this? (Example 2)

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Cycle Time Scatterplot

So, where do you get these historical

percentages?

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Cycle Time Scatterplot Chart
Cycle Time (Days)

Completion Date V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 113
Cycle Time Scatterplot Chart
Cycle Time (Days)

Completion Date V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 114
Cycle Time Scatterplot Chart
Cycle Time (Days)

Completion Date V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 115
Cycle Time Scatterplot Chart
Cycle Time (Days)

Completion Date V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 116
Cycle Time Scatterplot Chart
Cycle Time (Days)

Completion Date V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 117
Cycle Time Scatterplot Chart
Cycle Time (Days)

Y axis marks Elapsed

Time for a specific item

Calendar time – X axis

marks when a specific
item was completed

Completion Date V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 118
Cycle Time Scatterplot Chart
Cycle Time (Days)

This chart is called a

Cycle Time Scatterplot
Cycle time
between
which stages?

Completion Date V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 119
Cycle Time Scatterplot Chart
Cycle Time (Days)

How do we make sense

of this “randomness”?

Completion Date V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 120
Cycle Time Scatterplot Chart – 50% Confidence

50th Percentile = 8 Days or Less

8 50%

Completion Date V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 121
Cycle Time Scatterplot Chart – 85% Confidence

85th Percentile = 16 Days or Less

Cycle Time (Days)

16 85%

Completion Date V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 122
Cycle Time Scatterplot Chart – 95% Confidence

95th Percentile = 19 Days or Less

Cycle Time (Days)

19 95%

Completion Date V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 123
Cycle Time Scatterplot Chart

95th Percentile = 19 Days or Less

Cycle Time (Days)

85th Percentile = 16 Days or Less

Cycle Time (Days)

19 95%

16 85%

50th Percentile = 8 Days or Less

8 50%

Completion Date V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 124
 Empiricism and Flow in Action
2 95
0 %
95th Percentile = 19 Days or Less

1 85

Cycle Time (Days)

85th Percentile = 16 Days or Less
5 %

Cycle Time (Days)

1 95
9 %
1 85
Age (Days)

6 %

50th Percentile = 8 Days or Less

7 50
50
% 8
%

Analysis Active Analysis Done Dev Active Dev Done Testing Completion Date 125

Cycle Time history helps you build your

Work Item Aging is a leading indicator for
SLE
which Work Items would miss the SLE.
The Work Item’s Cycle Time is a lagging
Inspect and Adapt – devise plan within the
indicator
Sprint for how to improve the flow of the
Too late to do anything about that
aging items.
specific Work Item. Inspect and Adapt
the process
https://analytics.actionableagile.com/ V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 125
 Case Study Exercise

Urgent Work You observe the Development Team having a

discussion with the Product Owner about
bringing in an urgent unplanned Product
Backlog item. There are 6 days left in the
Sprint and the Development Team’s SLE is 5
days or less, 85% of the time.

What questions should you ask the

team?
5
minutes

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Scrum Guide Relationship Focus on the work and its flow

Daily Scrum • Work the Kanban board right to left

• Focus on PBIs rather than going person
by person
• What work is blocked?
• What work is about to violate our SLE?
• What work are we not visualizing?
• Where’s the bottleneck?
• Is your Kanban board reflecting reality?
EVENT

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 Case Study Exercise

Preparing for the The Scrum Team has just about completed
Sprint Review their first Sprint using Kanban practices. The
Product Owner asks you, “What do you
suggest I do differently this Sprint Review?
How should I prepare?”.

How do you respond?

3
minutes

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 Case Study Exercise

Why bother with The Product Owner is questioning the value

holding a Sprint of the Sprint Review. They would rather just
Review? book time with stakeholders on an as-needed
basis.

What would your response be?

5
minutes

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Scrum Guide Relationship Sprint Review; Reviewing Work in Production

Sprint Review • Review the metrics and their impact on future

Sprints.
• Flow may encourage reviewing released work.
• What about reviewing work as part of the flow
BEFORE the Sprint Review?

EVENT

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 Case Study Exercise

Preparing for the You’re starting to prepare for the Sprint

Sprint Retrospective. You’re trying to think which
Retrospective flow metrics could fit well into the
Retrospective.

Which flow metrics can be helpful in the

Sprint Retrospective?
3
minutes

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Case Study Exercise

CFD vs
Burndown
What’s the difference? Pros and cons of
each?

5
minutes
Day Day Day Day Day Day Day Day Day Day
1 2 3 4 5 6 7 8 9 10

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Analyze the Data

Anything
interesting here?
Cycle Time (Days)

Calendar Days
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 Case Study Exercise

Reviewing a You’ve been asked to help a couple of teams

team’s CFD review their CFD.

For each one, what would you point out

to the team.
5
minutes

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Analyze the Data

What’s going on?

Is this good?
Why?

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Analyze the Data

What’s going on?

Is this good?
Why?

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 Case Study Exercise

What is the right Based on the discussion from the last Sprint
WIP limit Review, everyone is concerned about meeting
their release goals. The Development Team
feels that they can reduce their cycle time
further.
Current:
Average Cycle Time = 4 days
Average Work in Progress = 8 items
Average Throughput = 2 per day

Items remaining = 75

5
minutes
Sprint Length = 2 weeks
Sprints left until release = 2

Using Little’s Law, calculate the desired

cycle time to complete all items before the
release.
V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 138
 Based on the discussion from the last Sprint
Review, everyone is concerned about meeting
their release goals. The Development Team
feels that they can reduce their cycle time
further.
Current:
Average Cycle Time = 4 days REMINDER – YOU
Average Work in Progress = 8 items
Average Throughput = 2 per day CANNOT REALLY USE
LITTLE’S LAW THIS
Items remaining = 75
WAY!!!
5
minutes
Sprint Length = 2 weeks
Sprints left until release = 2

V1.5.0 ©1993
V1.5.0 ©1993 –– 2019
2019 Scrum.org
Scrum.org All
All Rights
Rights Reserved
Reserved 139
138
Scrum Guide Relationship Flow-Based Sprint Retrospective

Sprint • Adds a more quantifiable metrics

Retrospective aspect to the typical qualitative Sprint
Retrospective
• Cycle Times Scatterplot
• Cumulative Flow Diagram
• Blocked work and reasons
• Flow efficiency
• And many more…
• Review performance and compare to
Service Level Expectations (SLEs)
EVENT

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 140

 Exercise

Flow-Based Sprint Continue to debrief the Kanban Simulation. Use

Retrospective a Flow metrics-based Sprint Retrospective.

1. What can you learn from the Cycle Time

Chart? The Cumulative Flow Diagram?
2. Try to correlate patterns and events across
the different charts/reports.
3. Cycle Time’s impact on Profit
15
minutes
4. WIP’s impact on Cycle Time and Throughput
5. What was the impact of Carlos’ policies on
flow?
6. What SLE would you choose for your team?
V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 141
 Case Study Exercise

What workflow The team is struggling with some challenges:

changes can we
1. The definition of Done includes “Code was reviewed” but
try? this is skipped very frequently.
2. Some of the Development Team members take too
much work on themselves at the same time.
3. The Development Team struggles to get their PBIs
accepted by the Product Owner throughout the Sprint.
4. The team struggles to have a solid set of potential PBIs
ready for Sprint Planning.

10
minutes
Give the team an idea for how to change their definition of
“Workflow” to help improve transparency around each
challenge and support addressing it.
V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 142
 Case Study Exercise

We don’t need A year later…

Kanban anymore The Development Team claims they’re ready
to stop using the Kanban board
complementary practice and graduate to
individuals and interactions (as opposed to
relying on workflow and tools) to deliver a
“Done Increment” working product.

5
minutes

As their Scrum Master – what do you do?

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Scrum Guide Relationship Inspect and Adapt your definition of Workflow

Sprint • Focus your workflow policies on your

Retrospective impediments/challenges.
• Once impediments are removed you can
simplify your definition of Workflow or
refocus it on the next
impediment/challenge.
• Beware making too many changes at the
same time or making changes mid-Sprint.

EVENT

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 144

 Exercise
Which chart addresses which metric? When in
When to use which Scrum is it used?
chart for which
Chart Sprint Daily Sprint Sprint
metric? Planning Scrum Review Retrospective
Cycle Time
Scatterplot
Throughput Run
Chart
Cumulative Flow
Diagram (CFD)
Work Item Aging
Chart

10
minutes
SLE
Throughput
Monte Carlo

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 145

Using Lean/Flow Metrics/Charts in Scrum Events
Chart Sprint Planning Daily Scrum Sprint Review Sprint Retrospective

Cycle Time Scatterplot Also Key

Throughput Run Chart Key Key Key

Cumulative Flow Key Also Key

Diagram (CFD)
Work Item Aging Chart Key Also

SLE Key Key Key

Throughput Monte Key Key

Carlo

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 146

TAKE • Use Flow/Pull thinking in your Sprint Planning and
remember you can do some of your detailed HOW-
AWAY related planning during the Sprint itself
• Manage Flow in your Daily Scrum
Introducing Flow
to Scrum’s Events • Inspect and Adapt the Workflow in your Sprint
Retrospective
• Use Flow metrics to ask the right flow-related
questions in the different Scrum events.

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 147

Suggested Reading

• 4 Key Flow Metrics and how to use them in the Scrum

Events- Yuval Yeret http://bit.ly/FlowMetrics4ScrumEvents
• Sprint Planning with Kanban –Ian Mitchell
http://bit.ly/SprintPlanningKanban
• Effective Dailies around the Kanban Board – Pawel
Brodzinski http://bit.ly/EffectiveScrumsAroundKanbanBoard
• Kanban Service Level Expectations and How to Use Them –
Yuval Yeret http://bit.ly/KanbanSLE
• Agile Tips – Latency and Bananas -
http://bit.ly/LatencyBanana

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 148

 7
Flow/Kanban from the perspective of Scrum’s Roles

@ScrumDotOrg v1.4.0 ©1993 – 2019 Scrum.org All Rights Reserved

V1.5.0 149
 Exercise
The people on and around the Scrum Team are interested
Impact on to understand how using Scrum with Kanban will impact
them. You scheduled an hour-long meeting to explain this.
Scrum Roles Prepare notes for that meeting.

Brainstorm the impact on: the Scrum Master, Product

Owner, Development Team members, and Stakeholders.
• Accountabilities
• Responsibilities
• Way of doing things

What changes?
5
minutes
What remains the same?

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Scrum Guide Relationship Scrum Master still supports the Scrum Team

Scrum Master • Adds flow coaching to their toolkit

• Consider the “Flow Manager” role some
Kanban teams define as additional
stances/activities for the Scrum Master:
The purpose of the flow manager is to make the
team reflect and act: follows the policies it has
created, create new ones when needed, discuss
and act on exceptions (issues and opportunities),
experiments to find creative solutions, etc. The
flow manager inspires, challenges and coaches.
http://bit.ly/KanbanSandvikIT3
ROLE

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 151

 Case Study Exercise

I don’t like One of the coders comes to you with a

limiting my WIP? complaint. “I don’t like it that I’m told that I
can’t start new programming work. I thought
that Scrum was all about self-organization.
This doesn’t sound like self-organization to
me.”.

5
minutes
How would you respond?

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 152

Scrum Guide Relationship Self-organization does not equal no policies

Development • “Limiting WIP” encourages collaboration/swarming

(slightly similar to Sprint Forecast/Commitment).
Team • Self-organization is strengthened through the
clearer picture visualization provides, making
policies/workflow explicit.
• When the Scrum Team defines and owns their
workflow, they self-organize to figure out how to
deliver value in the best way possible.
• Beware of “the one board design to rule them all”
pattern. Some common language is useful and can
provide a useful container/boundary for self-
organization. Leave enough autonomy for each
ROLE
team within those boundaries.

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 153

 Case Study Exercise

What about The Product Owner comes to you with a

product discovery? question.
“I do a lot of customer discovery work to help
me decide whether something is worth
putting it into the Product Backlog. Should I
add that to the definition of “Workflow”? If so,
are those items started? Won’t the cycle time
be huge?

5
minutes
Help the Product Owner with options for how to visualize and
manage the flow of customer discovery/upstream work
effectively.

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 154

Managing the Vision, Value and Validation Flow using Kanban
Funnel PB Refining Sprinting Releasable Production
(∞) (50) Doing
(3) Done Doing
(4) Done (∞) (∞)

End-to-End Value Stream Cycle Time

Wait Time Refinement Cycle Time Wait Time Sprint Cycle Time Wait Time

Vision For more on Value Validation

this topic
V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved
Scrum Guide Relationship
It’s all about the Sprint, but not just
the current Sprint…
Product Owner • Upstream
• Visualize the flow of the Product Backlog and other activities.
• Just-In-Time/Flow-based refinement
• Make sure there’s enough ‘Ready’ refined backlog to ensure flow
• Limit the amount of “refinement/planning in process” items in the
Product Backlog
• Work with User Experience to explore experience design options
• May be part of the flow within the Sprint (e.g. to review/accept
PBIs)
• Downstream
• Visualize the flow all the way to production, feedback, learning. (Which
in the typical case doesn’t happen as part of the Dev Team definition
of Done)
• True Inspection and Adaptation - Validate Value indeed delivered

• Empiricism requires transparency inspection and adaptation of

the entire development life cycle, not just what’s happening
during the sprint.
ROLE

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 156

 Case Study Exercise

To Queue Or Not The Product Owner comes to you a bit

To Queue frustrated:
“We learned something in the Sprint Review
and wanted to add a new PBI and quickly
refine it towards the next Sprint. The team
wouldn’t let me add it claiming we are at the
WIP limit and that the Product Backlog is a
queue and I should wait until we pull some
PBIs into the Sprint and free up some space.”
5
minutes
How would you respond? Is the Product
Backlog a queue?

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 Case Study Exercise

Can we start this The Scrum team is having a heated

work? discussion about what to do in the last two
days of the Sprint. They have some extra
capacity and there’s some valuable work at
the top of the Product Backlog. However, their
SLE is 6 days or less, 85% of the time.

What questions should you ask the

Scrum Team?
5
minutes

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 158

Suggested Reading

• Kanban Flow Manager – Matt Philip

http://bit.ly/KanbanFlowManager
• 3 years of Kanban at Sandvik IT
http://bit.ly/KanbanSandvikIT3

• Dive deeper into the different roles in role-based

classes:

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 159

TAKE • For the most part, the Roles are lightly impacted.
They have new tools in their arsenal.
AWAY • The Development Team uses Kanban to help them
self-organize and deliver Increments of value in a
Introducing Flow sustainable way
to Scrum’s Events
• The Product Owner uses Kanban to help manage
the flow of value exploration and refinement all the
way to value validation
• The Scrum Master uses Kanban and flow
metrics to help enact Scrum,
Empiricism and Flow

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 8
The Increment and the Sprint

@ScrumDotOrg v1.4.0 ©1993 – 2019 Scrum.org All Rights Reserved

V1.5.0 161
Scrum Guide Relationship Increment – A Question of Maturity

• Increment • Flow may encourage multiple releases

a Sprint
• Need stronger, more professional version
control techniques to allow for “PBIs in
flight” across the Sprint boundary.

A R T I FAC T

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 162

Classic Approach to Potentially Releasable Increment
Product Backlog Develop & Test Release Activities Deployment
Production
Doing Ready Doing Ready Doing Ready Doing Ready

O I F
Next Sprint

Increment from Previous Sprint

Current Sprint
P A H

Q B E G

R C J

S D

T K

U L

V M

… N

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 163

Small Batch Continuous Flow Increments

To Do Planning Develop & Test Delivery Deployment Production

Powered by strong automation
/ Done
Doing Doing Complete Doing Complete Doing Complete

S O B I G F
Q
T P C H U
R
U L J
V
Continuous
Integration

Frequent Feature Delivery

Predictable,
Repeatable,
Non-Event

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 164

 Case Study Exercise

Why do we need One of the Development Team members asks

the Sprint at all? “Why not get rid of the Sprint entirely?”.

How do you answer this?

5
minutes

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 165

Scrum Guide Relationship The Future of the Sprint

• The Sprint • The Sprint is a planning, review, and

retrospect cadence.
• Delivery can happen throughout the Sprint.
• Kanban is a way to achieve reasonable flow
towards a potentially releasable increment.
• Even for advanced teams that can achieve a
more continuous development/delivery flow,
the Sprint is still relevant.

A R T I FAC T

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 166

TAKE • Kanban can be used to help Scrum teams solve
some core flow issues as well as help more
AWAY advanced teams evolve towards a DevOps-like
continuous development/delivery flow in a
The Increment structured way.
and The Sprint

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 168

Suggested Reading

Kanban – A Way Towards • Scrum & DevOps

Three Ways to DevOps
DevOps

• http://bit.ly/Three • http://bit.ly/Kanba • http://bit.ly/Scrum

WaysToDevOps nWayToDevOps - DevOps - Dave
Gene Kim Yuval Yeret West & Jayne Groll

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 169

 9
Closing

@ScrumDotOrg v1.4.0 ©1993 – 2019 Scrum.org All Rights Reserved

V1.5.0 170
 Case Study Exercise
The Scrum Team is so excited with the benefits they’re seeing that they
Create a Pitch for want to pitch this as a recommended practice. They’re thinking of talking
Scrum With to:
Kanban • Other Development Teams
• Other Scrum Masters
• Other Product Owners
• Managers
• Executives

Help them describe

• What it is
5
minutes
• Why it’s worth it
• What do you want from them

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 171

Helping Teams Get More from Professional Scrum

Professional Done
Scrum Right

Kanban
Scrum
V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 172
Suggested Reading

Principles of Product Scrum and Kanban in the • PSK Reference Materials

Development Flow trenches

Donald Reinertsen Henrik Kniberg & Mattias Skarin http://bit.ly/KanbanScrumReading

http://bit.ly/ReinertsenBooks http://bit.ly/KanbanScrumMostBoth

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Three Things You Wanted to Know (Re-Visit)

• Did we cover what you absolutely wanted to know?

• Did we set some questions aside that we still need to go into?

P
V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 174
 Exercise

It’s Your Call I’ve had two great days of discovery about
Scrum with Kanban. But, when I go back to
work I still have to deal with many old ways of
working (dates, actuals, predictions).

Identify three actionable ideas or

improvements from this class you
will try.

10
minutes

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 175

Inspect Your Knowledge – Feedback in 14 Days or Less!

Over the past 2 days, you have learned the importance of inspection,
adaptation, and fast feedback cycles. To reinforce those concepts, if
you attempt the Professional Scrum with Kanban (PSK-1) certification
assessment within 14 days and do not score at least 85%, you will be
granted a 2nd attempt at no further cost.

• Scrum is part of the Professional Scrum with Kanban assessment. Test your
basic knowledge of Scrum and learn from immediate feedback by taking an
Open assessment:
www.scrum.org/assessments/open-assessments
• Use the Open assessments to prepare for Level I assessments

V1.5.0 ©1993 – 2019 Scrum.org All Rights Reserved 176

Professional Scrum Competencies www.scrum.org/professional-scrum-competencies

The Professional Scrum Competencies

help guide an individual’s personal
development with Scrum.
Benefit from a common understanding of
the competencies and focus areas to
evaluate and balance your team’s
proficiencies based on your unique needs.
See how all Scrum.org courses map to the
competencies and focus areas by visiting:
www.scrum.org/courses/professional-
scrum-training-competency-mapping

✓ The Focus Area is covered in the class

✓+ The Focus Area has deep coverage in the class

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Continue Your Learning Online www.scrum.org/pathway/scrum-master

Additional Pathways include:

• Product Owner
www.scrum.org/pathway/product-owner-learning-path
• Agile Leader
www.scrum.org/pathway/agile-leader-learning-path
• Development Team
www.scrum.org/pathway/team-member-learning-path

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Review Your Class Experience Using Trustpilot
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Feedback

Feedback is important, and we take it seriously. Your feedback

helps us to continually inspect and adapt our courses.

Share your feedback on the class you attended at:

www.scrum.org/feedback

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Thank You!

KEEP
CALM
AND

SCRUM
ON
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