Luiz Quintela

Some thoughts on the differences between Kanban and Scrum 25 years ago, David Anderson and I put on the Miami Lean-Kanban Conference. At the time there were mostly two flavors of Kanban. One based on Lean and the other was David Anderson’s Kanban method here you just did Kaizen changes. I wrote an article called Demystifying Kanban for Cutter explaining the difference - see https://lnkd.in/gnQNTCxx Back then the difference between Scrum and Kanban was clear. Nowadays it seems that Scrum folks are trying to integrate Kanban into Scrum. And apparently Scrum is rubbing off on Kanban people.��  Back in the day we’d have never said Kanban as immutable – in fact David and I explicitly stated it wasn’t. There’s no true definition of Kanban anymore – I’m just going to talk about the differences that I see – and what we talked about back when Kanban started. Sprints – essentially timeboxing for 1-4 weeks. Required in Scrum. Could be done in Kanban but would be inconsistent with its foundation on Lean. Cadence – required in Scrum, optional but a good idea in Kanban. Scrum mandates the cadence be synchronized with the spritns. In Kanban you can have them take place anytime. In fact, you can have different cadences. One for planning, one for retrospectives, one for reviews. Kaikaku (big changes) or Kaizen – Scrum requires a jump to its way of working. Lean Kanban can do either. Kanban method said Kaizen only. Immutable – Scrum for sure. Not the Kanban I knew – but now I hear it. The idea was that you continuously improve. Just be clear that when you hear someone talking about Kanban, be clear which Kanban they are talking about. My own view agrees with Corey Ladas – “there is no Scrum there is no Kanban there is only Lean!”  Now I would expand it to Flow, Lean and the Theory of Constraints.

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When was the last time you asked what your client really needs? 🎯 Scrum Masters and Agile Coaches, it's easy to get caught up in our methodologies and sprint cycles, but are we aligning closely with our clients' current needs, or are we just assuming? Regularly asking "What do you need today?" can transform the way we deliver value. 🔄 Let’s shift our focus from assumption-based planning to client-centered actions. This not only enhances our agility but also strengthens client relationships. 🤝 Agile leaders, how often are we checking in with our clients to ensure we are truly meeting their needs? #AgileCoaching #ClientFocus #ScrumMasters

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"𝐓𝐡𝐚𝐧𝐤 𝐲𝐨𝐮 𝐚𝐥𝐥 𝐟𝐨𝐫 𝐦𝐚𝐤𝐢𝐧𝐠 𝐨𝐮𝐫 𝐰𝐞𝐛𝐢𝐧𝐚𝐫 𝐚 𝐭𝐫𝐞𝐦𝐞𝐧𝐝𝐨𝐮𝐬 𝐬𝐮𝐜𝐜𝐞𝐬𝐬! We delved deep into the essential challenges facing Scrum Masters today, debated whether technical expertise is a necessity, and analyzed current industry demands. For those who missed it or want to revisit the discussions, the full webinar is now available on our YouTube channel - https://lnkd.in/gvdZchTJ Due to popular demand, I’ve also included a comprehensive guide covering all areas a Scrum Master needs to excel in—available in the link below. Dive in and stay ahead in your Scrum career!" https://lnkd.in/gpS_qQ8r #scrum #agile #scrummaster #agilecoach #devops‍‍‍‍‍‍‍‍‍‍‍‍‍‍‍‍‍‍‍‍‍‍‍‍‍‍

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I wonder... how do you misuse Kanban? Kanban, unlike Scrum, is not a framework to deliver and solve complex problems. Rather, Kanban is a way to optimize and improve your flow of value. The key slogan is "start where you are now". One of the things I always loved about Kanaban is that the community of practitioners around it is way less prescriptive and more encouraging. There even is no question of "Are you doing kanban right?". Just a couple of principles that you can follow and build on. So, if I "start where I am now" and apply some basic ideas on how to improve flow (e.g. visualize work) - how is it possible to misuse it? Mike Leber 👉 Leadership and Business Agility Coach since I learned the ropes in your trainings many years ago I still remember: "If you take action to be better tomorrow than you are today, that is already the first step of Kanban!" - so maybe you can enlighten me about the misuse?

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The roadmap is perhaps the document most frequently requested from product management. And the document that is most commonly misunderstood. Read the full article: Great Product Management Teams Practice Collaboration ▸ https://lttr.ai/ASz3q #nochaos #prodmgmt

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Question for agilists in the network - What is the one thing we need to focus on to: 👉 Eliminate waste 👉 Optimize your workflow 👉 Boost productivity without working harder 👉 Bring order to chaos by making work visible 👉 Stop being overburdened 👉 Establish clear priorities and 👉 Identify & reduce bottlenecks in your process Lemmeknowbelow 👇 ----- I'm Mike Lyons and I would love to hear from you - DM me anytime. Click my name + follow. I tell it like it is on topics like #agile, #projectmanagement, #product, #flow and #delivery

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Scrum series continued…. Let’s talk about the empirical Scum pillars Transparency, Inspection and Adaptation. Transparency: The Scrum process and the emergent work must be visible to both those performing the work and to those receiving the work. Scrum Artifacts (which we will talk about soon) having low transparency lead to decisions that decrease the value of the created increment and also increases risk. Transparency enables inspection, inspection without transparency is misleading and wasteful. Inspection: The Scrum process and the emergent work should be inspected frequently and diligently to detect problems. To help with inspection Scrum provides Scrum Events (which we will talk about soon). Inspection enables adaptation, inspection without adaptation is considered pointless. Adaptation: If we find that any aspects of the scrum process have fallen outside acceptable limits or the emergent work is unacceptable the process being applied or the increments created must be adjusted. This adjustment should be made as soon as possible to avoid further deviation. A scrum team is expected to adapt the moment it learns anything new through inspection. More to come soon... #scrum #agile #selflearning #softwaredevelopment #fullstackdevelopment #continuousgrowth #continuouslearning

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🌱 Excited to announce a lightning talk at the Agilists4Planet 2.0 virtual conference! Join Ilan Kirschenbaum thought-provoking session: "The Green Fallacy of Electronic Agile Boards." 📌 Ever heard the criticism that agile practitioners aren't environmentally friendly because of their heavy use of sticky notes? Let's delve into this notion and compare it with popular agile project management tools. 🌍 In this talk, we'll challenge the assumption that digital tools are inherently greener than traditional methods. By the end, you'll gain a deeper understanding of the environmental impact of both approaches and hopefully, rethink the notion of "green cloud e-stickies." 📆Join Ilan on June 13th at 9:30 - 9:40am EST / 2:30 - 2:40 pm BST 👉Register here: https://buff.ly/4aNUNmQ 🌱More about the conference here: https://buff.ly/3UCXbpM Let's make a difference together! #Agile #Sustainability #Stickynote #GreenTech #Environment #Impact #agilists4sustainability #togetherwecan Pia Fåk Sunnanbo Joanna Masraff 🌱 Maryse Meinen Scott Seivwright Steve Moubray

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Insights for agile practitioners 🙌 I pour my 20+ years of experience into this weekly newsletter. Why don’t you join the Agile Compass, too? 👉 https://lnkd.in/gCebbj8r

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scrumban scrum & kanban - how to help without making a big deal of it - post 3/n - irrefutability vs velocity Theres a lot of talk lately of Story Points (SP). I’ve worked with loads of people who liked SP when I first met them…well better than any alternative they knew, because it gave them some say and it sort of made the process feel “technical”… a la “We do story pointing to talk about complexity” which is really just a thing called Physics Envy. While I think SP can help a team have enlightening conversations about the tasks, no one I ever knew liked SP bundled up into Velocity to act as an indicator of predictability. No one. Ever. Its always gone hand in hand with a boss saying “you predicted X and it didnt happen” or “You need to be better at estimating” (no one is good at estimating & no amount of getting better at it will help - I feed pasta to 5 people twice a week for 14 years. If I cook the right amount its always dumb luck, relate much?) SP is subjective, based on intuition - effected by mood, other demands, social status - and the results highly refutable, & so lots of debate/conflict is generated by it. In recent times we’ve seen Scrum teams adopting flow metrics - one of the most popular and easiest paths in to Scrumban. Lead & cycle times are a much more suitable basis for conversation about predictability. For one thing, instead of asking people when they think “it” will be finished then being disappointed when the guess is wrong, we go straight to how long ARE things taking to finish. No debate. This IS what is happening. Its irrefutable. For another thing SP is about one persons guess at effort on a single thing, OK, people will build in a buffer for unknowns but that is still just another guess. Flow metrics account for unknowns, because every unknown you can not see hear smell or guess at HAS ALREADY effected your lead & cycle time. For yet another thing flow metrics help you begin pinpointing the things that cause wait time, that slow you down. This gets you away from an all consuming conversation about somehow improving your estimates. Find impediments, work to alleviate or eradicate them and you will become faster and more predictable. Scrumban is a great way to move from arguments about how good you are at delivery (make that irrefutable) and in to debates about what you could/should be solving with your ace experimentation & delivery “machine”. Don’t make a big deal out of it. Don’t stop the SP, Velocity thing - just go to the data and build the picture, it’s all there waiting to be used. Show the team and see if they want to use it. It immediately illustrates that they’re exactly as good as they thought AND the work they do is harder than they give themselves credit for AND it receals this in a way you can put in front of anyone and challenge them to refute it. (Which is extremely difficult)

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📢 Drafting a Sprint Planning Agenda Infographic - Seeking Your Feedback! Second iteration : ) I'm currently drafting a sample agenda for Sprint Planning, specifically aimed at those who are just starting their journey in Scrum. Why am I sharing this? Creating a set of sample Sprint Event agendas can be incredibly helpful for new Scrum teams. While these agendas are just one way to approach Sprint Planning, they are designed to align with the Scrum Guide and provide a structured starting point. Key Points: *The agenda is meant to be a sample and not the only way to conduct Sprint Planning. There are many ways to tailor this event to fit the needs of your team. *It adheres to the principles of the Scrum Guide, ensuring it does not contradict the core values and rules. It may transform the guide by adding helpful advice on how to do it. *The focus is on providing a clear, concise, and practical guide that teams can easily follow and tweak based on their context. Agenda Highlights: *Attendees: Roles involved and their responsibilities. *Assess Capacity: Ensuring the team has a sustainable pace. *Plan the Why (Sprint Goal): Defining the value to achieve. *Improvements from Retro: Prioritizing improvement items from the last retrospective. *Plan the What: Clarifying priorities and refining items. *Plan the How: Discuss the approach to complete selected items. I'm aiming for this text to fit into a visually appealing one-page infographic, so, it has to be concise. I would love to hear your thoughts and feedback on this draft. Is it clear and concise? Does it help new Scrum teams get started with Sprint Planning? Any suggestions for improvement? Thank you in advance for your insights and support! 🙏 #Scrum #Agile #SprintPlanning #FeedbackWanted

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Episode 10 of Agile in 60 Seconds. Continued thoughts on collaborating with customers over renegotiating the contract: https://lnkd.in/g9BxH_74

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Why have change? What's the benefit we hope to see? Great blog by Mark! Check it out!

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