Download Kanban and Scrum - Making the Most of Both by Henrik Kniberg PDF

By Henrik Kniberg

Scrum and Kanban are flavours of Agile software program improvement - deceptively basic yet strangely robust methods to software program improvement. So how do they relate to every other?
The objective of this publication is to remedy the fog, so that you can work out how Kanban and Scrum might actually help on your environment.
Part I illustrates the similarities and adjustments among Kanban and Scrum, evaluating for figuring out, now not for judgement. there is no stable or undesirable software – simply reliable or undesirable judgements approximately whilst and the way to exploit which tool.
Part II is a case research illustrating how a Scrum-based improvement association carried out Kanban of their operations and help teams.
Consistent with the fashion of “Scrum and XP from the Trenches”, this ebook moves a conversational tone and is bursting with useful examples and pictures.
This publication includes:
Kanban and Scrum in a nutshell
Comparison of Kanban and Scrum and different Agile methods
Practical examples and pitfalls
Cartoons and diagrams illustrating daily work
Detailed case examine of a Kanban implementation inside a Scrum organization
120 pages, 6" x 9", ISBN: 978-0-557-13832-6

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Additional resources for Kanban and Scrum - Making the Most of Both

Example text

Technically this is waste, but for experienced Scrum teams this usually doesn’t take too long, and the process of resetting the board can give a nice sense of accomplishment and closure. Sort of like washing dishes after dinner – doing it is a pain but it feels nice afterwards. In Kanban, the board is normally a persistent thing – you don’t need to reset it and start over. com/minibooks/kanbanscrum-minibook 9 Scrum prescribes cross-functional teams A Scrum board is owned by exactly one Scrum team.

So the response time (how long it takes to respond to a change of priorities) of a Kanban team is however long it takes for capacity to become available, following the general principle of “one item out = one item in” (driven by the WIP limits). In Scrum, the response time is half the sprint length on average. In Scrum, the product owner can’t touch the Scrum board since the team has committed to a specific set of items in the iteration. In Kanban you have to set your own ground rules for who is allowed to change what on the board.

But the limit is 2 for that column, so you will need to remove C or D in that case. We are working on A and B right now, but as soon as we have capacity we will pull in the top item from To Do”. So the response time (how long it takes to respond to a change of priorities) of a Kanban team is however long it takes for capacity to become available, following the general principle of “one item out = one item in” (driven by the WIP limits). In Scrum, the response time is half the sprint length on average.

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