Scrum, Kanban, and Gantt scheduling in one project – nonsense or necessity? - Tokyo Scrum Gathering

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  These are the slides for the talk that I gave at the local Scrum Gathering in Tokyo on Janury 15 2014. There is a related blogpost that covers the main ideas of the talk also here:
  • 1. ? Scrum, Kanban, and Gantt scheduling in one project – Nonsense or necessity? Svante Lidman (Hansoft AB) @svante_lidman 1
  • 2. This talk 1. 2. 3. 4. 5. Managing efforts involving many teams Techniques and mindsets Old techniques can still be useful Planning at the right level at the right time Vision, whole product, goals/objectives 2
  • 3. Who am I, what do I do? • Previous 20+ years – VP Development, Product-ProgramProject Management, Developer • Last 5 years – Consulting with clients on large scale lean/agile – Certified Scale Agile Program Consultant (SPC) – CSM 3
  • 4. Who do we work with? • Software centric products – Hardware / Software – Pure Software – Services (product mindset) 4
  • 5. Problem Definition: How do we manage or development efforts (projects, programs) well? Adaptive Plan driven • Agile • Scrum • Kanban • Waterfall • Work breakdown structure • Gantt 5
  • 6. Mix and match? 6
  • 7. What is agile (planning) good at? • Handling uncertainty • Being predictive based on true progress • Fast learning/improvement loop Refine Backlog Design Communicate Test Implement 7
  • 8. What is Gantt sheduling good at? • Visualizing fixed deadlines and what leads up to them – Dependencies – Example: external delivery • • • • Packaging Marketing materials Training Deployment pre-requisites Not good for exploratory / iterative work 8
  • 9. Anti-patterns • Gantt scheduling – – – – Planning everything at detail up front Lack of team involvement Pushing integration and testing to the end Seeing people as resources • Agile planning – No upfront planning whatsoever – Lacking shared vision and objectives – No commitment to anything beyond the current sprint 9
  • 10. Good patterns • Gantt scheduling – Capture fixed high level tasks/goals and dependencies – Delegate details to the involved team – Rolling planning of details • Agile planning – Clear vision and objectives – Product backlog with the right depth and detail at the right time. – Roadmap with high level milestones/goals – Sprint objectives for more than the current sprint 10
  • 11. The real issue • Mindset rather than technique • Big and detailed plan upfront – Difficult to change – Compliance to plan rather than adapting to reality 11
  • 12. Benefiting from both 12
  • 13. (1) Multiple agile teams – One release 13
  • 14. Example 2 – Mandatory process 14
  • 15. What are the benefits? • Clear overview of high level planning and dependencies • Just in time planning of both predictable work and agile work • Helps to create alignment inside as well as outside the development organization. 15
  • 16. Summary • Shared vision and tangible goals • Build and communicate a high level plan for the whole effort • Emerging product backlog and release planning • Delegate details of plan/backlog to teams • Focus on release readiness 16
  • 17. Questions? 17
  • 18. Selected References • • • • Scrum, Kanban, and Gantt scheduling in one project – nonsense or necessity? (Lidman) - Agile Software Requirements (Leffingwell) - 53&sr=1-1&keywords=leffingwell Corps Business (Freedman) - =11&keywords=corps+business+the+30+management+principles+of+the+u.s.+m arines The Essence of Software Engineering (Jacobson, Ng, McMahon, Spence, Lidman)
  • 19. Thank You! @svante_lidman 19
  • 20. Licensing of this Presentation The artwork in this presentation is licensed under the terms defined by each respective source as indicated on each respective slide. If no source is given, then the artwork is in the public domain. Trademarks and books, depicted in the presentation are owned by the respective tradmark owner and are only included for reference purposes and is not in any way an endorsement of the presentation contents. If you make use of this material in whole or part, you should clearly state the source. All original art work and the presentation as such is is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License, see 20
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