Tag Archives: ScrumBan

Avoid the Workflow Masquerade

Here’s a tip for scrum teams.  You are almost certainly using a task board.  If not start today.

That task board typically consists of the standard TODO, Doing, Done style.  Sometimes you will see the Doing column divided up even further – some mature teams realise that but a lot don’t so here comes the tip.

Simple Board

Typical Simple Board

In doing sprint planning or planning for a User Story the team identifies a number of tasks required to complete the story.  For example, perform detailed analysis, code the UI, code the business logic, perform testing.

It turns out to be quite a laundry list of tasks.  Within that list is always a pattern.  That’s right always.  All your user stories almost certainly involve a component of analysis, coding and testing.

So the tip is to make that visible and stark to everyone viewing your board.  Evolve from the three column format of ToDo, Doing and Done and divide that Doing column into Analysis, Code and Test.

More Workflow Board

Go for this.  Workflow is visible

Whilst your at it, define some common policies for those columns.  For instance for coding – code and test UI, code and Test Business Logic layer and so on so forth.  That’s called your Definition of Done.

What does this do for the execution of the sprint?  Here are several things it can and should do.

  • Sprint Planning becomes more focused on asking real pertinent questions about what’s coming up rather than diversion on getting the laundry list together.  You could really ask the what if questions of the Product Owner and making a deeper start in technical implementation details and discerning the risky parts of the work.
  • Make the flow of work more visible.  This will increase the effectiveness of daily standup.  Speaking to the cards on the board and seeing where they are at, how long they have been in a part of the workflow causes more transparent and focused discussion of the work.  Of course the team should be willing to discuss the reality of the situation and some will refuse to do that even when it’s staring them in the face.  Note:  This is when the real rubber hits the road – the Scrum Master, Agile Project Manager will be willing to seek out help the team discover the causes and deal with the organisation impediments.
  • Show the real time for each part of development.  This can help the team improve on specific problem areas.  Because there is real data for each point of the process, the team can choose where to focus their improvement efforts to decrease the overall time to deliver.

So you may ask.  Is this Kanban.  The simple answer is no.  A Kanban System has more components – most importantly WIP limits on workflow steps.  However use of a these ideas more readily found in Kanban systems will still create visibility.  Evolution to more flow based systems could be an end result or perhaps just a hybrid like Scrumban.

So avoid the workflow masquerade.  Make those tasks into workflow and get on with real work.

Advertisements

Managing work with ScrumDo – Part 1

ScrumDo is another online tool for managing work.  It competes in the space of tools like LeanKit, Jira Agile, Kanbanery, SwiftKanban and a host of other tools from other vendors.  The differentiation it appears to me, is that ScrumDo is slanted to a (outright) ScrumBan view of the world, combining aspects of Scrum and Kanban in what could be a much stronger product than some other offerings out there (my experience is only with LeanKit, Jira Agile and TFS/Visual Studio – not a huge amount :)).  You could run a Scrum, Kanban or a ScrumBan – and you can in other tools for that matter, but the features in built in ScrumDo make it appear or feel more targeted to this.

Here in Part 1 of a series of posts I describe the setup of the first iteration of a project I’m currently running.  In a previous post on LeanKit, I noted that I lacked a proper breakdown of tasks for big items on my Personal Kanban that was causing some morale issues – although I did get to end with flying colours, it’s not a way of working I recommend.

Note: I include many screenshots.  I recommend clicking on the image to get a clear view if you so desire.

Cleaning up the Previous Board

I did a board for the previous project but it fell into disuse.  I decided to clean it up.  The standard board presents two horizontal lanes, an Expedite Lane which anyone from a Kanban background will recognize and a lane for the current iteration.  Here’s what I started with and you can see the expedited column is blank.  It’s hardly used and I didn’t want to use it so a later view you will see that I removed it.

Board

I used the Iteration Planning Tool to move items, but you can also use the above view:

Iteration Tool - Movinf Current to Completed

Cleaning up the Board – the Board Editor

I removed the Expedite column in the Board Editor, a view of which is shown here.  Subsequent to this I’ll show later on some other edits that include WIP limits, effectively ScrumBan-ing the board, and adding policies under the columns like Definition of Ready for stories and Definition of Done for development  tasks.

Editing the board - want to remove the Expedite lane for this project

Epics and Stories

The first thing to do was create the Epic and Stories.  I’m following standard scrum backlog grooming practice and I created the Epics and Stories.  As this a project to create course material for an ICAgile accredited course for my company, About Agile, the Epics and Stories followed the layout of the ICAgile learning objectives for the most part.  Easily filled in – not a big Release Planning session required for this project 🙂

There are a number of views for creating Epics and Stories. Here is the Backlog view:

Adding Stories to New Iteration

And here’s from the Epic Planning View:

Epics planned out - feels like 2 to 3 two-week iterations worth of work

Sprint/Iteration Planning

With a Release plan created (though Epics and High Level Stories and no more) it’s time to create the first sprint/iteration.  The first iteration was already created as shown above and is also a way to setup an iteration.  There is also some setup that can be done – interestingly one can set resource availability in hours – I wonder if this fits in with #NoEstimates 🙂 , something for later. The steps correspond roughly to part 1 of sprint planning as you’ll find in the scrum guide.

Iteration Planning - Resource Allocation

Along the way you may find that you need to change things around.  For instance I needed to to convert a story into an Epic (I’m playing multiple roles being the only person on the project – PO and Developer and ScrumMaster):

Converting Story to an Epic

I also had to move a story between Epics.  This can be done in the Edit Story view.  Notice standard Fibonacci Series relative estimation can be changed here (as well as elsewhere):

Move to another epic

And also through a specific view that converts a story to an Epic.  In this example I found I needed further breakdown and hence converted the story to an epic:

Converting Story to an Epic

Sprint Planning Part 2 – Some Task Breakdown

Here I’ll show some view that allow the first few items of the sprint to be broken down.  I don’t break down everything as the July 2013 version of the Scrum Guide guides us to do.  I just setup enough to get going and start producing, also leaving some room for the innovation.  This view shows I’m actually working on the sprint planning tasks:

Planning, cycling between choosing and how to do the work

And this one is showing how desperately hard I’m trying to think of the tasks that may be required for a task.  Inevitably there will be something I missed:

Tasks - trying to think of everything

and as always – I try and use a pomodoro/tomato timer – I sometimes forget that as well.  Here I’m taking the time to take a break during sprint planning, but maybe if your doing this in a group you’d space the pomodoro to longer than 25 minutes:

Taking a Pomodoro Break during Planning

Done some editing of the board whilst I created the Sprint Plan

Here I present some editor views.  As I was creating the plan and learning the features available in ScrumDo I changed things to suit the desired way of working.  Here I removed the Expedite horizontal lane and added WIP limits.  Most columns use points for limits except the Done columns which are using card count to force a pull into the next column of the value stream.  Will see how that pans out.

View of new Board with WIP Limits and removed Expedite Lane

In this view I’m adding a Policy and a WIP limit for the TODO column.  This view is accessible via the board editor:

Adding Policy and WIP Limit for TODO column

So I got to the end of editing the board and sprint planning and the board took more shape with the first 4 tasks, the most important, having been broken down:

Created Tasks for first few days of the sprint

Advisable to have a Sprint Goal

Yes you need a milestone to aim for and I recorded mine as part of the sprint planning task and used the time recording view to keep track of the time I spent.  As far a time spent, I’m not really sure I want to 1. Give a time estimate and 2. Record it.  Fighting off Parkinson’s Law and Student Syndrome is already hard enough.  Time estimates can be taken as targets and both of these dysfunctions can kick in.

Added the Sprint Goal as part of Planning

Tracked time for Planning - but you should save any edit before doing it as I lost my sprint goal comment when I clicked first time

Extras: Policies show up as tool tips

This policy is quite big and not easily view-able.  Not a big issue.

Policy Defined for Doing Column - possible issue with tooltip to fix

This one looks better, not so big:

Definition of Done for the Review Columns

So at the End of the Day

So I did my sprint planning and fixed up the board as shown above in the selection of screenshots.  I made a start on the tasks and found that having the smaller milestones and thinking about tasks drove more satisfying outcomes.  The experience of the previous work, which I’d not done before, was a good input and I have adapted from those experiences.  Having something to aim for what certainly helpful on this first day.

New projects almost always start off a bit haphazardly as all participants find their feet.   This really is dependent on how new the domain is and team forming attributes of a new team The trick to to reflect and adapt, something all too often forgotten or put in the too hard basket.  It’s OK to feel unsure at the beginning, but don’t let this drag on.  Take action to remedy the situation.  It may take several goes at it, but as long as a culture of safety exists, you should be able to take out some very valuable lessons and this is very important to build further from.

Here’s the board at the end of today for this project (BTW: this task, to write this blog, is on my personal board and not this one :))

In subsequently posts I’ll describe new features of ScrumDo as I come across them.  It will interesting to see what metrics and reports I can get out of it.

Status at the end of the first day - will not pull into review until we need to

Note: You can now read Part 2 of the series.