How can you transition from Scrum to Kanban?

Your circumstances decide when to apply what approach. When you are 'creating' something (or recreating/re-engineering), you need continuous feedback, then Scrum is useful as you may keep on building just-enough product incrementally by failing faster through iterations. And, when you do not know what will come in the morning & with what your day may end, it means either the uncertainty is super high or the nature of the work is SLA-driven then Kanban could be helpful. Now, based on the above nature of work, you may find out time-boxed iterations meaningless since you can not do upfront planning even for a week. Also, it might happen that to improve your lead/cycle time, you need to build a solution hence want to move to scrum mode.

Kanban is intended to be used without priority or planning. It is suitable for high-performing teams and operationally-focused teams. Teams that need to deliver and integrate on a timed cadence should consider a Scrumban solution to organize work.

Scrum is a more structured approach, with roles such as Scrum Master and Product Owner, as well as committed goals for each iteration. Kanban is more flexible, without strictly defined roles and short-term committments. Usual metrics for Scrum are velocity and burn charts, while for Kanban, it is lead time, cycle time, and WIP. Agile methodology, be that Scrum or Kanban, has the ability to make the team and management issues visible, not necessarily solve them. Know the reason why you are transferring and what you are trying to solve. If you are switching from one methodology to another to resolve deep rooted issues, such as mindset, it will seem like you are moving, but you will be going in circles.

Ao migrar do Scrum para o Kanban, o primeiro passo é botar no papel todo o esquema atual da equipe. Identificar todas as etapas e atividades que a galera faz para entregar um produto ou servi?o. Pra isso, é massa usar um quadro simples com colunas e cart?es. O Kanban já diz, comece pelo que você tem hoje! Daí, vai adicionando mais detalhes conforme precisar. O lance é deixar o processo todo visível. Exemplo Prático: Backlog: Lista de tarefas, cada uma em um cart?o. Em Andamento: Tarefas sendo trabalhadas durante a sprint. Revis?o: Cart?es prontos para análise e feedback. Concluído: Tarefas finalizadas e prontas para entrega. N?o esque?a de ir fazendo melhorias graduais: Adicione detalhes e colunas conforme necessário.

Antes de qualquer a??o para trocar a forma de trabalho, é necessário entender o real motivo da transi??o. é para melhorar desempenho? Comunica??o? Performance? é possível continuar com o Scrum, mas adicionar elementos do método Kanban, como analisar mais profundamente o fluxo? Mas se a decis?o for mudar mesmo, se faz necessário mapear as etapas do processo do time, cadências que ser?o aplicadas, métricas que servir?o de parametro para avaliar a evolu??o entre outras dimens?es de trabalho.

This is the beauty of the Kanban Method's general practices and principles. The change management priciple of start from where you are now is so powerful. If we meet people where they are now, respecting current roles and responsibilities we are less likely to face negative reactions to the changes. If we utilise managed evolution collaboartively we can avoid change fatigue and people feeling that their identity is threatend by the upcoming changes. By visualising the work and making the data transparent we can gain real buy in and avoid the J curve drop of change and accelerate at a pace that is acceptable to those involved. It's not about Scrum or Kanban? The question should be, how can we leverage Kanban to imporve our Scrum Teams?

If you transitioning to Kanban and start preparing your board, begin with a User Story Mapping event. Invite everyone who is involved and describe every (every!) step a user story needs to take to get into the customer hands. With that gained knowledge you can then create a Board and every identified step will be represented by a column. So you have a good starting point and reached total visibility of all required work phases.

It is important that the Scrum master and the team become familiar with the principles of kanban and setting up a workflow, once this is done ensure that everyone understands the shift towards visualizing work and minimizing WIP. This will allow the team to avoid being overloaded and ensure smoother work.

In my experience a regular Service Delivery Review can help the team review its cycle time for its tickets via an effective control chart. This can help teams based on 2-3 Service Delivery Review to come up with team WIP limit.

Man sollte am Anfang keine Wissenschaft aus der Identifikation von WIP-Limits machen. Der K?nigsweg w?re allerdings: Die Frequenz, mit der man auf neue Anforderungen reagieren muss, festlegen. Beispiel: Wir müssen unsere "NEXT" Spalte jede Woche (alle 2 Wochen? 1x / Monat?) auffüllen, um flexibel reagieren zu k?nnen. Aus den Daten der Vergangenheit (die wir meistens haben in TFS, JIRA, Foo oder Bar) wissen wir: In diesem Zeitraum schlie?en wir soundsoviel Work Items ab. Das ist das WIP-Limit für unseren gesamten Service, welches wir jetzt auf die einzelen Value Steps aufteilen.

After rendering the process transparent and observing roadbloacks, make few adjustments by implementing a WIP. WIP limits can be implemented in several levels: - The number of working items taken for a particular period of time - The limit number of working items per team member - The amount of working items per step at a time. You can experiment per column analyze changes and arrive to take decisions base on data results.

Der Artikel zeigt in meinen Augen nur sehr oberfl?chlich wie eine Transformation von Scrum zu Kanban. Aus meiner Sicht sollte die Frage, warum man diese Transformation will mehr erl?utert werden. Scrum ist in meinen Augen bestens geeignet für komplexe Produktentwicklung, dort wo man auf der Suche nach dem Optimum ist. Kanban hingegen ist eher darauf ausgerichtet den Flow von Arbeit zu optimieren, was für eher komplizierte Arbeit zutrifft. Natürlich kann mit Kanban auch komplexe Produktentwicklung gemacht werden. Dann sind aber die erw?hnten Metriken mit Vorsicht zu geniessen. Denn diese bauen auf eine gewisse Vorhersagbarkeit auf, was im komplexen Umfeld weniger der Fall ist.

While the flow metrics are the obvious choices when seeking to improve in the pull guided/flow system they are not the only ones. Building quality in is a key principle in Lean Software development and because of that the quality metrics should be closely followed as well. So for flow metrics: The obvious ones are the lead time, cycle time, wait time (in various stages) and the flow load. For quality, the amount of defects, bugs, (and if software the code internal quality metrics like test coverage) become important as well.

Comece com o simples: Lead Time e Cycle Time. Para o Cycle Time, pense em entender pequenas partes do fluxo de trabalho e medir quanto tempo os itens passam dentro dessas fases. Você pode criar medidas de Cycle Time para "Desenvolvimento", "Testes", Homologa??o", "Implanta??o", etc. Olhando para esses tempos isolados, é possível entender quais fases do seu fluxo "gastam" mais tempo e pensar em como melhorar essas partes do processo. O Lead Time te dará uma vis?o mais abrangente do fluxo como um todo, demonstrando quanto tempo, efetivamente, seu processo inteiro demora para entregar um item de valor e isso é Time To Market puro.

Another additional and insightful metric is the age of a working item, which is the time a particular working item spend in a step or column against the normal ammount of time expected to be able to deliver in a timely manner according to le service level expectation (SLE)

Man sollte für die Metriken unbedingt Charts machen, etwa ein Durchlaufzeiten-Histogramm, Run Chart, kummulatives Flussdiagramm (CFD), durch die Visualisierung sind die Metriken viel greifbarer.

Para mí, además de los eventos recomendados en la metodología, es importante desde nuestro rol de liderazgo velemos por entender los objetivos y las necesidades del cliente, planificar y ejecutar las iniciativas de forma eficiente y prinicipalmente resolver problema y superar obstáculos en la comunicacion.

Additionally, you can improve the transparency of communication channels on every step on the process by refining on who does what on every step in the process. These 'policies' will also provoke communication and collaboration across the workflow.

Além de fazer uso das cadências indicadas pelo método Kanban, como Team Kanban Meeting (daily) para transparência, alinhamento e adapta??o, Retrospectiva para melhoria contínua, Reabastecimento de backlog, Review para ciclos constantes de feedbacks, também podemos beber da fonte dos princípios estabelecidos no método e se fazer uso de alguns deles, como principalmente: Encorajar atos de lideran?a em todos os níveis e Gerenciar o trabalho e deixar que as pessoas se auto-organizem em torno dele. Isso habilita a autonomia, fortalece o senso de responsabilidade e de dono, além de refor?ar a importancia da comunica??o efetiva e colabora??o constante.

Collaboration and communication are key. Use tools like project management platforms, video conferencing, and messaging apps to stay connected. Clearly define roles, set goals, and encourage open dialogue to foster effective collaboration.

Using color-coded cards to indicate work item status proved to be an effective way to communicate priorities and keep the team focused during our transition to Kanban.

If an agile methodology like Scrum is already in use, hopefully an agile mindset - which includes continuous improvement - already exists. Having reviews - improving the product - and retrospectives - improving the process and teamwork - is already a good start to continuous improvement. So next step should be to watch the flow and look for bottlenecks and improve them, as this is not explicitly included in Scrum. And then also do not forget to improve the company around the team in order to have an overall good mindset and hopefully reach business agility.

Learn and Adapt are integral parts of the Agile Mindset because all the results we obtain, whether good or not so good, are merely information waiting for some kind of action. Often underestimated, retrospectives are crucial for the team to have some space to reflect on the results it is producing and organically generate new solutions that allow it to evolve

Finalizar el proceso implica adoptar una cultura de aprendizaje y adaptación continua en tu equipo. Kanban no es estático ni rígido, sino dinámico y evolutivo, respondiendo a las cambiantes necesidades y condiciones del entorno. Es crucial estar siempre abierto a experimentar con nuevas ideas, probar hipótesis y aprender tanto de los fracasos como de los éxitos. Buscar activamente comentarios de clientes, usuarios y colegas es esencial, utilizándolos para validar suposiciones y mejorar constantemente la propuesta de valor del equipo.

Leverage your agile expertise to enhance Kanban's visual management and flow optimization. Make sure your facilitation skills and focus on continuous improvement align seamlessly with Kanban principles. Embrace the pull system, set WIP limits, and use metrics for efficiency. Your experience guiding teams through challenges positions you well for success in this adaptable framework. Keep learning and evolving, as your skills from Scrum will enrich the Kanban landscape, fostering a culture of continuous improvement and collaborative efficiency.

Remember to look at your success and not just your failures. Even the mediocre results can contain information that has nuggets of gold hidden. Looking at why a task went well is often as rewarding as looking at a failures but you will likely have many more success stories than failures. Understanding why something went well despite problems is viyal

This notion is nonsensical: There is no conflict between Kanban and Scrum. In fact, you should be using Kanban if you have a Scrum-based process. That being said, there are absolutely situations where Scrum's sprint-based approach isn't the best choice for a team. For example if you have a lot of operational work, the team isn't expected to do any strategic work, or the "team" is split into independent work streams. Typical examples are tech-support teams or development teams in feature factories. The entire point of having sprints is to leverage professionals collaborating to solve important, complex problems in small chunks. If you're not doing that, then sprints - and by extension Scrum - might not be for you.

Como a internet está cheia de besteira sobre o assunto Scrum e Kanban, n?o me espanta esse artigo gerado pela IA. N?o há transi??o do Scrum para o Kanban. Talvez o princípio mais fundamental do Método seja o “comece com o que você faz AGORA”, e se isso representar Scrum, tudo bem! Infelizmente, acho que nunca vamos conseguir superar esse assunto enquanto comunidade ágil, e o maior motivo é a pregui?a das pessoas em parar para ler um pouquinho.

?? I've done it multiple times leading teams directly and also coaching teams, so I can talk from my experience. ?? As many correctly pointed out here, there is no conflict between Scrum and Kanban; you could be using them together. Still, though, following an evolutionary approach and applying small experiments to your process, some may stick over time and may change your Scrum to an extent when you can not call it Scrum anymore... ?? Neither Scrum nor Kanban should be your goal ??. An effective approach to delivering value to customers - might be. And both Scrum and Kanban are the ways how you may get there ???. Use it if you see how it can help, reevaluate, and continue improving ????.

Transitioning from Scrum to Kanban is easier than the vice versa, but one need to remember that Kanban is a method and not just collection of postit notes on a wall or tickets in Jira :) Majority of teams starting with Kanban succeed with "Start where you are" and "Vizualise the flow", but then struggle with establishing WIP limits and collaborating, when start facing the WIP effect. Really using flow metrics mean not just collecting the data, but making decisions together with the teammates that affect everyones behaviours and choices... just my 2 cents.

These are some key areas to consider when transitioning from scrum to kanban: ??Understand Kanban principles ??Analyse current project status ??Visualize workflow ??Limit WIP ??Define explicit policy for each stage ??Manage flow of work through kanban ??Continuous improvement ??Provide training and support ??Review KPIs to understand sucess of implementing Kanban