Wednesday, February 7, 2018

Kanban in a SAFe/SCRUM World

Facilitator: Mike Lonergan

  • Canonical example: an escalation or operations team
  • First, measure what proportion of the team's time is spent on unplanned (Sprint Planning) work
  • Ask: are escalations always the priority?
    • If not, how do you decide which get put off?
    • What are the prioritisation characteristics?
    • Do the execs/stakeholders agree on the prioritisation approach?
  • Assertion: SAFe does not require SCRUM/exclude Kanban
  • Kanban requires metrics - usual metrics are:
    • Cycle time
    • Lead time
    • WIP



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  • If you pursue SCRUMban instead of SCRUM, keep the Retros and keep the Demos on a regular schedule
  • Ask dependent teams: how long does it usually take to get your dependencies (stuff delivered from my team) met?
  • Question for the team: is it possible to reserve any capacity for this team in the next Program Increment?
    • Research: Look at your historical data (reactive vs features)
    • Research: what constraints exist that keep team from improving cycle time of reactive issues

  • Ask dependent teams: how unpredictable (how variable) has been the cycle time in getting dependencies met?
  • Ask my team: what is working well?
  • Research: what proportion of features in past sprints have had a bounded calendar deadline?
  • Read PDF: Essential Kanban Condensed (David J. Anderson)
  • Situational analysis: "ladder of inference" (study and decompose our assumptions)
  • Computer Associates published a study on WIP limits and productivity
  • Rule of thumb: start WIP limit at half the team size
  • Challenge: break your dependencies


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