#scrumban vs kanban

[practicallogix]

Striking the Balance: Scrumban vs. Kanban for Efficient Project Management

Within the realm of project management methodologies, scrumban vs kanban emerge as powerful tools that offer distinct approaches to enhancing workflow, optimizing efficiency, and attaining project success. However, it is crucial to understand the nuances and differences between these methodologies in order to identify the most suitable fit for your team. In this article, we will explore the key aspects of Scrumban and Kanban, shedding light on their disparities and aiding you in finding the optimal solution for your project management requirements.

Understanding Kanban:

Kanban, commonly associated with lean manufacturing, focuses on visualizing workflow and maintaining a steady, continuous flow of tasks. It utilizes a visual board with columns that represent different stages of work, such as "To Do," "In Progress," and "Done." Each task is represented by a card that moves through the columns as it progresses. The primary objective is to optimize the flow of work by limiting work in progress (WIP) and identifying bottlenecks for timely resolution.

Benefits of Kanban:

Flexibility: Kanban embraces flexibility and is highly adaptable to various project types and sizes. It proves particularly effective for projects with frequently changing requirements or where priorities shift regularly.

Transparency: The visual nature of Kanban boards enhances transparency, facilitating quick comprehension of the project's status for team members and stakeholders.

WIP Limits:Kanban places significant importance on limiting Work in Progress (WIP) to ensure teams prioritize task completion before initiating new ones. This approach prevents overload and enhances overall efficiency.

Continuous Improvement: The ongoing monitoring of workflow and identification of bottlenecks cultivates a culture of continuous improvement, ultimately resulting in more streamlined processes over time.

Understanding Scrumban:

Scrumban is a hybrid methodology that combines elements of both Scrum and Kanban. It is particularly suitable for teams transitioning from Scrum to Kanban or those aiming to leverage the strengths of both approaches. By maintaining Scrum's structured framework and integrating Kanban's visual tracking and flow optimization, Scrumban offers a powerful solution for enhancing team productivity and project management.

Benefits of Scrumban:

Customization: Scrumban enables teams to customize their processes to align with the unique requirements of the project. It provides the structure of Scrum while accommodating the flexibility of Kanban.

Predictability: By incorporating Scrum's sprint planning and review processes, Scrumban enhances predictability in project timelines and outcomes, adding a level of professionalism to project management.

Adaptability: Teams can readily adjust to shifting priorities, new tasks, and evolving project dynamics thanks to the flexible nature of the Scrumban methodology.

Efficiency: Scrumban facilitates effective task management through visualization, setting work-in-progress (WIP) limits, and embracing the continuous improvement mindset derived from Kanban.

Choosing Between Scrumban and Kanban:

The choice between Scrumban and Kanban depends on several factors:

Project Type: For projects characterized by clearly defined requirements and frequent iteration cycles, Scrumban may present a more suitable approach. Conversely, for projects necessitating flexibility and adaptability, Kanban could emerge as the superior choice.

Team Dynamics: Take into account the team's familiarity with Agile methodologies. If they possess experience with Scrum, the transition to Scrumban may be more seamless.

Stakeholder Expectations: If stakeholders necessitate a structured framework with well-defined iterations, the integration of Scrum elements in Scrumban may provide a better alignment.

Project Complexity: The complexity of the project can impact the choice of methodology. Scrumban's structured approach can be advantageous for complex projects, whereas Kanban's simplicity can be beneficial for less complex projects.

In conclusion, both Scrumban and Kanban offer robust tools for efficient project management, each tailored to different needs and priorities. Scrumban strikes a fine balance between structure and flexibility, making it an excellent choice for teams in transition or those seeking a customized approach. Conversely, Kanban excels in providing transparency, optimizing flow, and adapting to changing project requirements. By evaluating your team's dynamics, project requirements, and stakeholder expectations, you can select the methodology that aligns best with your goals and facilitates successful project outcomes.

[brianobrienny]

New to Agile Marketing? Here’s a Glossary of the Key Terms

If you’re just starting out on your Agile journey and coming up against terminology that seems unfamiliar – look no further! Our team put together this Agile marketing glossary for Agile newbies that need to learn the language of agility quickly as well as mature Agilists that want a handy reference guide by their side as they explore new facets of the methodology with their teams.

Our comprehensive list includes some of the most popular terms grouped into four categories:

General Agile Terms

Scrum Terms

Kanban Terms

Measurement Terms

General Agile Terms

Agile consists of several frameworks that can be applied in combination or separately. As a result, there are general Agile terms that refer to common practices from the overarching methodology, instead of being specific to the framework of Agile implementation. They are as follows:

Adaptability

Adaptability is the ability of a marketing team to pivot or adjust to changes in the market, feedback from their customers, the competitive landscape, and data from their own campaigns. The goal of adaptability is to avoid being trapped in a pre-established marketing plan even when it becomes clear that changes need to be made. A primary benefit of agile methodologies.

Agile coach

The Agile coach is responsible for implementing the Agile principles and practices with a team or a company. Unlike a Scrum Master, they tend to be more framework agnostic and encourage the use of Agile practices in a more customized way. They will also measure and report the results of the Agile transition.

Backlog

The Backlog is a prioritized list of user stories or projects that have not yet been worked on. See also “Sprint backlog” and “Product backlog.”

Blocker (impediment)

This is the reason that prevents a task from reaching completion. Some examples of common blockers are: waiting on a third party, approval needed, missing information, insufficient budget.

Chickens vs Pigs

Chickens vs Pigs is term of the Agile marketing glossary based on the joke that if a pig and a chicken were to open a restaurant together the pig would be committed, but the chicken would only be involved, this distinction refers to people who are directly responsible for completing stories within a sprint as opposed to those who observe but don’t contribute directly.

Columns

Columns on the Scrum or Kanban board represent the phases that each task needs to pass through before completion. Usually, the simplest boards contain the three main stages – To Do, In Progress, Done. More complex processes require additional columns like “Research”, “Ready for Review”, “Waiting on Development/Design” or other variations.

Cost of delay

As the name suggests, this term defines a practice that determines the loss of resources that generates due to a delay. It can mean a loss of money, benefit, value, opportunity, or competitive advantage.

Daily Standup

A short (15-minutes max) status meeting that keeps all Agile team members up to date on how work is progressing. Formats can vary depending on your framework of choice, but typical updates include answers to the questions “What did you do yesterday? What do you plan to do today? Is there anything blocking your work?”

“Done”

The team and product owner must determine what criteria need to be met in order for each project to be accepted as complete. When talking about “Done” in Scrum, these criteria are likely to change from sprint to sprint and project to project, but must be made explicit for all team members and stakeholders. Stories that don’t hit all these requirements won’t be considered “done” at the end of a sprint. In a Kanban process, “Done” is a consistent state (around which the team has consensus) that represents the point at which finished work can be delivered to the customer.

Estimate

The estimate is the average completion time (size) of tasks of the same type. It’s important for planning larger projects because the sum of all task estimates gives us the relative scope of the project.

Failing Fast

The idea that failure isn’t a negative outcome, it simply reveals a course of action that wasn’t optimal. Because most Agile teams can roll out an experiment, evaluate the results, and react almost immediately, a “failure” acts as a lesson.

Hypothesis

A possible source for a sprint task/objective, this is something your team wants to test and evaluate. E.g. By moving our introductory video so that it’s adjacent to our call to action, we can improve both video views and action completion rates.

Iteration

A repeating instance or occurrence. For example, sprints are considered iterative because they are repeated over and over with new tasks/goals/objectives, but taking into account what has been discovered/completed before. Waterfall marketing plans are not iterative because they are linear.

Product Backlog:

A prioritized list of high-level requirements for the product.

Scrumban

A hybrid of the Scrum and Kanban frameworks, Scrumban is appealing to marketers because it is more flexible than either of the two methods alone. It can also be a better option for teams who are remote. It relies on a visible, shared board to track tasks, Work In Progress (WIP) limits, and the Kaizen review process.

Scope creep

It refers to situations where initial requirements change after the project has been started or there is an unexpected growth of the project scope. This might be due to poor planning, documentation, or management.

Self-organization

Self-organizing teams are one of the key principles in the Agile manifesto and the term implies that these are the teams that don’t wait for a manager to assign work. On the contrary, they find work themselves implementing a pull mechanism and manage responsibilities as time frames autonomously.

(Service Level Agreement) SLA

This is the agreement between two parties (business and its customers) on the deliverables that should be provided. In Agile marketing, an example could be that the SLA for a new blog article creation is three business days.

Success criteria

Criteria used to determine if a task is complete. Typically evaluated by a product owner. See also “Done.”

Theme

A Theme in Agile is a group of user stories sharing the same attribute. For example, there might be three different tasks for blog articles and they could be under the Content theme.

Scrum Terms

Business owners

A small group of stakeholders that has ultimate responsibility for the value delivered by a sprint. Their primary role is in sprint planning and review to help with prioritization.

Cadence

In Agile, “cadence” refers to the number of days or weeks in a sprint or a release. For example, in development teams, if they release product updates on a monthly basis, the cadence will be one month. If a content marketing team publishes an article each week, the cadence is one week.

Epic

An extremely large user story, goal or objective that needs to be tackled over multiple sprints and/or broken down into smaller, more manageable increments.

Fans

Other employees that, while not players in the sprint, may have projects that are impacted by sprint objectives. They typically observe and do not participate in sprint planning or review. Sometimes referred to as “chickens.”

Fibonacci sequence

In the Fibonacci sequence each number is the sum of the previous two (0, 1, 1, 2, 3, 5, 8, 13, 21… and so on). In Agile, it’s a popular way of scoring story points while estimating – the higher the score, the more effort the task requires. This scale allows for larger jumps in a consistent way.

Marketing owner 

The Marketing owner is the person with the long-term marketing vision of the product, the one who sets priorities and allocates resources. The Marketing owner manages the process and often serves as a scrum master also in an Agile marketing team context.

Players

Those taking part in a sprint by owning particular tasks. Also known as “Pigs.”

Product backlog refinement (grooming)

A meeting where the team and stakeholders go through all the tasks in the backlog and decide which should move to the ready to start phase for the next sprint. An opportunity to update the list of priorities for the team.

Product Owner

In Scrum, the person in charge of managing the product backlog by ensuring it’s accurately prioritized, reviewing the team members’ work, and otherwise working closely with the Scrum team to make sure the product is being best served by their efforts. The product owner can set tasks to be done, but the team chooses how best to accomplish those tasks.

Scrum

Scrum is a framework aimed at improving product development and delivery process by helping the teams to work together. It is by far the most popular way of applying Agile.

Scrum board

A tool that helps Scrum teams visualize their work in a sprint better. Scrum boards can be physical or virtual and track how tasks move from the backlog to completion.

Scrum Master 

The person responsible for running all sprint plannings, sprint reviews, sprint retrospectives and daily scrum meetings. Basically ensures that things stay on task during these meetings. Also responsible for helping remove impediments to progress brought up during daily scrum/stand ups.

Sprint

An period of active work or the length of time allotted for achieving particular marketing goals. Software development sprints tend to run about 2 weeks; marketing sprints may need to be longer if statistically relevant data on current objectives will take longer to gather. Feel free to adjust the length of your marketing sprints based on what you’re trying to test/achieve for that particular sprint, but don’t go any longer than six weeks.

Sprint Backlog

A prioritized list of tasks to be accomplished during the sprint.

Sprint planning meeting

A meeting held at the beginning of a sprint. Attended by players, business owners, scrum master and fans. During this meeting you should determine what you want to achieve during the sprint using the product backlog and dialog with the entire team to determine the time that work will take. This will form the sprint backlog.

Sprint poker or planning poker

How the team estimates the relative effort required for addressing user stories in the backlog. It’s called “poker” because the team often uses playing cards to carry it out. As each story/task comes up, players put cards face down in front of them to indicate their “vote” for how long it will take. Then everyone turns their cards over and comes to a consensus based on the results.

Sprint retrospective

A meeting that happens at the end of a sprint or iteration to evaluate not whether tasks were completed, but how the sprint as a whole went. Basically sets out to determine what went well and what could bear improvement for the next round of work as it pertains to the process of the team. Typically attended by only the players and scrum master, though business owners may sometimes join.

Sprint review

Business owners, players, scrum master and fans re-assemble just as in the sprint planning meeting, this time to see what goals were completed and which ones were not. Players get to show off what they have completed and/or learned, such as new email campaigns, blog posts, or metrics. Incomplete goals may move into the product backlog for consideration in future sprints.

Timebox

A predetermined amount of time during which a set number of tasks will be completed. This can refer to the time allotted for a full sprint (typically measured in weeks) or for a meeting (hopefully measured in minutes).

User story

A sentence that states in plain language what a customer or consumer may want or need from your product. They are used to drive what goals and tasks are addressed during a sprint based on their priorities. Example: As a digital marketer, I want to download a daily schedule so I can more effectively prioritize my tasks. To address this user story we might create a daily digital marketing schedule template and then place it, with appropriate calls to action, around our website and other channels (and then track results of course).

Kanban

Explicit policies

One of the six core practices in Kanban. It means that once the processes are established and the team has agreed on certain policies and criteria, they should be well-communicated and visible to everyone (e.g. displayed on the board).

Feedback loops

They are one of the driving factors in Agile and are a part of all Agile frameworks, including Scrum and Kanban. Feedback loops are the tools to align the team in a timely manner. Some examples are: Daily Stand-Ups, Retrospectives, Agile Boards, Reports, Client Surveys, and many more.

Flow

Flow in Agile refers to the process flow. This is the movement of the customer value throughout the internal production system.The team can optimize this metric by increasing the overall effectiveness, efficiency and predictability.

Kanban

Kanban is a Lean method of managing and improving processes. It’s less prescriptive than Scrum but also relies on visualization, analysis, and iteration to drive improvement.

Kanban board

The Kanban board is a physical or digital board where all the team’s work is visualised through tickets. There are three main columns (stages): “To Do”, “In Progress”, and “Done”. It aims to align team members and display workload, progress, and blockers in order to outline areas of improvement.

Kaizen

Most commonly used in Kanban or Scrumban, a Kaizen can take place at a predetermined interval (e.g. after so many blog posts) and/or when a team member feels the need to examine some part of the agile process. It essentially translates to “continuous improvement,” or “change for the better.”

Lean methodology

It’s a way of optimizing work processes, effort, and people in an organization in order to generate more value for the customer. Lean is based on two main principles: continuous improvement and respect for people. The main focus is the removal of non-value-adding activities.

Push-based vs Pull-based Systems

In a pull-based system, team members will grab items from a prioritized backlog instead of having work pushed on them whenever external requests come in. This gives the team more control over the “how” of their internal process.

Swarm

When tasks reach their WIP limit, a sprint is in danger of failing, or some other high-priority situation arises, Agile team members may swarm on a user story or task to get it done as quickly as possible. This typically works best in highly cross-functional teams that have similar skill sets and can rally around different types of work to help each other move forward.

Swimlanes

The horizontal categorization of tasks on the board. The “rows” allow us to better track workflows and serve to divide the different kinds of tasks or priorities.

Value stream

Value streams are the series of steps that an organization needs to implement in order to provide continuous flow of value for its customers.

Work in Progress (WIP) Limits

Typically used only in Kanban or Scrumban, WIP limits refer to a fixed number of cards/tasks that may be in a certain stage at any one time. Your team may only be able to handle having four tasks in your “doing” column; before you can add another, one of those must be moved into the “completed” column. When a WIP limit is exceeded a team may swarm a card to get it moved to the next point in the process and make room for the next one.

Measurement

Burndown chart

A visual chart showing daily progress of tasks during a sprint. This chart restarts at the end of every sprint and the team uses it to measure team velocity.

Cumulative flow diagram

An analytics tool used in Agile to show the progress of work items over the course of a team’s entire lifecycle. The chart shows the amount of work at any stage within any given time frame: the count of Backlog items, Work in Progress, and Done items. A steady accumulation of tasks in the Done column, without the presence of plateaus at any given stage of the process, means healthy flow. Plateaus and sharp edges that do not accumulate gradually indicate that you have started more items than you can complete in a predictable way.

Cycle Time

The average time it takes a task to reach completion. This only includes the time you have spent actively working on the task, so basically, the time it spends in the “In Progress” column.

Efficiency (Flow efficiency)

Efficiency is the ratio of the actual working time spent on tasks against the total wait time from the customer’s perspective.

OKRs

Short for objectives and key results. OKRs are a great way to set goals and measurable results across the organization. Objectives should be clear and simple (e.g. increase revenue by 20%). They are set per quarter, half year, or a year. Key results should be a few specific and measurable outcomes (e.g. reduce costs with 10%).

Throughput

This metric is the number of work items completed in a certain timeframe. You can measure daily, weekly or monthly throughput.

Story point

Story points are the estimation metric in Agile. Each story point is assigned a value to indicate the effort that a certain task requires. For example, one story point can be equal to one hour or one day, depending on what the team has agreed on.

Velocity

In Agile, velocity is a metric that predicts how much work can be successfully completed by the team within one sprint.

===================================================================

Don’t be daunted by the colorful and varied terminology of Agile! As you mature in your Agile implementation, you’ll be using the terms in this Agile marketing glossary with your team with confidence and reciting them in your sleep. Until then, bookmark this page and come back whenever you need a reminder.

The post Agile Marketing Glossary appeared first on the AgileSherpas blog.

The post New to Agile Marketing? Here’s a Glossary of the Key Terms appeared first on Marketing Insider Group.

New to Agile Marketing? Here’s a Glossary of the Key Terms published first on http://rssmix.com/u/11592782/rss.xml

[johnpeltier]

From Scrum to Scrumban: An Agile Journey

In June of 2012, I gave a presentation to the PMI Agile Interest Group in Atlanta about my team’s journey from using the Scrum methodology to more of a Scrumban process.

Why move to scrumban?

Anecdotally, Scrum is the most popular agile methodology, however kanban and variants have grown in popularity over the years. In 2012, my team ran into frustrations that drove us to adapt. In the years since, I’ve recognized that some teams start with scrum and then adapt as they mature; but at the time, this was a novel discovery.

Back then, three items emerged in repeated retrospectives that led us to shift gears:

First, the additional stress around completing stories on the scrum board by the last day to avoid “failure.” Along with the pressure of solving new problems in the course of true R&D style development, the team felt pressured to (1) take shortcuts to complete work early enough, and (2) shortcut testing to close the story and claim the points. Regardless of the percentage of stories completed by sprint’s end, we determined that the average velocity over most three-sprint periods remained roughly the same.

Second, the team spent a full day or more (out of 10) doing detailed tasking, in order to come up with estimates that led to incomplete stories and stress at the end. We also recognized that when starting a new story mid-sprint, we’d have to revisit the initial conversations anyway, when details were invariably forgotten. Also, based on the previous bullet, that the reliability of the projections wasn’t high to begin with.

Third, with a group of stories to complete, each team member started on a different story at the same time, which prevented collaboration and led to lack of focus.

What was the result?

Based on all of the above, we decided to abandon the first-day tasking sessions and do the detailed planning for stories just-in-time. This means things only moved across the scrum board when action was wrapping up, not in advance of when we predicted action would tak eplace. Further, we decided to only start one story per pair, when the pair was ready to work on it.

We were no longer following the scrum methodology.

This we determined was what many call “scrumban,” a blend of the timeboxed ritual of scrum with the flow of kanban. This meant we maintained the iteration barriers, biweekly demos, standups, and retrospectives that we conducted with scrum in order to retain transparency and visibility. Because biweekly demos kept happening, the fact that the mindset was vastly different wasn’t immediately obvious to other stakeholders, but what we stressed was meeting deliverable dates.

The team responded well to a clearly painted vision and a target date, as long as it was reasonable. The team did not respond well to being chastised for failing to complete specific stories in specific sprints which were not tied to a release.

Does Product Management Care Which Agile Process Is Used?

On one hand, product management is responsible for defining products that will succeed in the market–not for choosing how they are built. Yet, an agile discovery and delivery process offers more opportunity for discovery and for course correction.

Selecting which agile methodology is less impactful to product management than whether to be agile at all. However, in the context of scrum vs. scrum ban, I found that Product Management can manage agile better under Scrumban than Scrum, especially when there’s a single person serving as product manager and product owner.

This is because there’s less time-sensitivity around the product owner’s need to be present “in the room” with engineering. Product owners had more flexibility to book customer calls / visits and could tag-team with development to “be ready” when the next epic required their input.

More specifically, with robust engineering practices around test-driven-development and especially behavioral-driven-development, the product owner’s information was captured during story elaboration when a feature is started. The team thinks through all the scenarios and details one or more stories to support them, with all scenarios for each story captured in structured behavioral commands. (Gherkin).

The team then gets to work and calls the product owner when the software is able to pass those specifications–and obviously, when questions come up. This process allows ample time for the product owner to engage in expectations management throughout the organization, requirements gathering, customer development, and all the other fun things a product manager is responsible for…..like meetings 🙂

The PO needs to be available to see stories demonstrated once they’re ready for the “Done” column – and to answer questions when they come up.

Long term, velocity improved in the aggregate by about 20% as the team found the cadence more conducive to flow.. That also makes Product Management happy!

There are of course other factors involved–such as maturity of the team; presence or absence of dependencies between teams; presence or absence of a scrum master; etc. But with all things equal, and with a team mature enough to handle it, a less prescriptive model is helpful for some teams.

See the slide presentation on Slideshare here

Image courtesy: Pixabay

[ninetytwotechnology-blog]

LEAN AND KANBAN SOFTWARE PROGRAM DEVELOPMENT DIGEST

Lean and kanban software development adoption is growing. More and more agencies setup kanban boards, restriction wip and do away with muda.

This series of hyperlinks will help you apprehend all that buzz around lean/kanban and decide whether or not it's far well worth trying. I've study all the articles and posts underneath, so this list is a trulyselected aspect ;).

ARTICLES AND WEBLOG POSTS

• Lean software improvement. Wikipedia summary about lean software program improvement. It is a great begin to digg into the topic (as traditional).

• Kanban improvement oversimplified. Maximum possibly the first-class article first of all kanban. Very clean, very specified. True work!

• Kanban, flow and cadence.

This weblog put up with many excellent pics describes 3 critical properties of lean: kanban – controlled paintings, waft – effective paintings, cadence – dependable work.

• Scrum-Ban. Thrilling try to blend scrum and kanban, taking the pleasant from both worlds. Kanban with iterations is feasible.

• Past scrum: lean and kanban for game developers. Article describes actual lean/kanban implementation for sport improvement industry. The segment on the way to enhance the waft (3 techniques: time-boxing, levelling workflow, lessen waste) is particularly right.

• Adventures in lean. Collection of posts about lean technique with recognition on actual troubles fixing (handling bugs and emergency fixes in kanban, setup pipeline, bottlenecks, etc.).

• Lean and kanban. Numerous posts on the topics on this blog.

DISPLAYS

• Kanban for software program engineering . Distinct presentation about lean and kanban. Focuses on many troubles and solutions in a software program development technique.

• Kanban: a process tool. Every other good presentation that emphasizes the only rule in kanban: restrict the range of factors in paintings to a fixed number. Maybe a great begin indeed.

• Realistic studies and equipment implemented to a kanban maintaining engineering system . Exquisite presentation approximately lean/kanban implementation with actual examples by means of alisson vale.

• Kanban vs. Scrum. Rich and prolonged presentation that compares scrum and kanban. A superb visualization (that's a key in kanban :). Indicates why kanban suits better for multiple development groups running at the identical undertaking. I have a tendency to share this opinion as properly.

• A kanban device for maintaining engineering on software program systems. Very exciting presentation of lean implementation at corbis. As i recognize, it is one of the first a hit tries to run kanban in a software program keep. Must examine.

LEAN/KANBAN BLOGS

• Agile management blog. Masses of exciting posts from david j. Anderson (widely known engine of lean software development 🙂

• Richard Durnall weblog. Pull and push structures, interviews, lean roots and ideas. First-rate reading with hand-drawn diagrams.

• Lean software program engineering. Corey ladas and bernie thompson are running a blog about lean, scrumban and kanban, idea of constraints, software program improvement and different topics you did now not even listen approximately.

•             Availagility. Karl Scotland's posts are very interesting (and useful) to study. Isn’t kanban only a mission-board? Check the blog to get a solution.

•             The agile govt. Many insights into kanban and summaries from the primary lean conference.

• Software simply in time. Lean concepts and actual lean applications posts by using alisson vale.

Lean/kanban human beings in twitter

• David J. Anderson. Lean/kanban software program improvement pioneer.

• Corey Ladas. Product improvement methodologist. Creator of scrum-ban e book.

• Henrik Kniberg. Optimize, debug & refactor it organizations. Author of scrum vs. Kanban presentation (that's excellent!)

• Karl Scotland. Agile train. He runs availagility weblog with amazing insights into lean and kanban.

• Rob Lally. Renaissance technologist.

• Alisson vale. Alisson applied incredible kanban method in his agency.

TOOLS

There are simply numerous kanban equipment in the marketplace. To be honest, i don't like trichord ui. Leankit: kanban looks a lot higher, however it is able to work for small groups simplest on my opinion. Anyway, it seems kanban tools vendors' race simply began.

In case you know different equipment that guide kanban, drop a remark and i'll thankfully include them into the listing.

• 92 Technology. Customizable kanban board and different vanilla.

• Zen. Exact tool for small groups.

• Leankit: kanban. In beta thus far, but looks pretty neat. Perhaps useful for small groups.

• Trichord. Computing device venture control software with kanban forums.

• Radtrack. Registration does not work, but i found the screenshot through Google. Seems like leankit so far.

Did i miss something exciting? Drop a remark!

[pedrorozoc]

Recursos sobre metodologías Ágiles- Coursera

Agile Variations and Lean Software Development

This article explains Feature Driven Development (FDD) in good detail if you were interested in reading more about the subject.

"Feature Driven Development (FDD) and Agile Modeling." 2014. 21 Jun. 2016 <http://agilemodeling.com/essays/fdd.htm>

A really great overview of the Agile Unified Process (AUP). It offers diagrams, and explanations. It also covers if you should implement AUP.

"The Agile Unified Process (AUP) Home Page - Scott Ambler." 2005. 21 Jun. 2016 <http://www.ambysoft.com/unifiedprocess/agileUP.html>

This article goes beyond the traditional explanation of Lean. It examines some principles and values that supplement the Lean methodology and have been added since the initial inception of Lean. An interesting read if you are interested in implementing or learning more about the Lean methodology.

"Lean Software Development - MSDN - Microsoft." 2015. 21 Jun. 2016 <https://msdn.microsoft.com/en-us/library/hh533841(v=vs.120).aspx>

This examines common “waste” in Agile software development and how you can manage them in your projects. This relates to the Lean principle of “eliminating waste”.

"How to Manage the "7 Wastes" of Agile Software Development ..." 2013. 21 Jun. 2016 <https://www.scrumalliance.org/community/articles/2013/september/how-to-manage-the-7-wastes%E2%80%9D-of-agile-software-deve>

This is a great resource for this course! It goes through several methodolgies and gives a great overview of each. The guide covers Agile, Extreme Programming, Scrum, Lean, Feature Driven Development (FDD), and Agile Unified Process (AUP), as well as some methodologies that we don’t cover in this specialization like Crystal and Dynamic Systems Development Method. On the last page of Part 2, they highlight and compare the strengths and weaknesses of each of these methodologies. This would be a great study guide for this course.

"A Practical Guide to Seven Agile Methodologies, Part 1 - DevX." 2006. 21 Jun. 2016 <http://www.devx.com/architect/Article/32761>

"A Practical Guide to Seven Agile Methodologies, Part 2 - DevX." 2006. 21 Jun. 2016 <http://www.devx.com/architect/Article/32836>

This is the ultimate guide to Lean software development. If you are interested in implementing Lean, then this is the resource you want to refer to.

"Lean Software Development: An Agile Toolkit: Mary Poppendieck ..." 2015. 21 Jun. 2016 <https://www.amazon.com/Lean-Software-Development-Agile-Toolkit/dp/0321150783>

A Wikipedia article about behaviour-driven development. This was touched upon in this module and would be a good resource if you wanted more information on the subject.

"Behavior-driven development - Wikipedia, the free encyclopedia." 2011. 21 Jun. 2016 <https://en.wikipedia.org/wiki/Behavior-driven_development>

A Wikipedia article about Dynamic Systems Development Method. This is not a necessary reading, but would be useful if you wanted to more information about the subject.

"Dynamic systems development method - Wikipedia, the free ..." 2011. 21 Jun. 2016 <https://en.wikipedia.org/wiki/Dynamic_systems_development_method>

Kanban

A good site that explains what Kanban is and how to implement it. It has good visuals.

"What is Kanban? - Kanban Blog." 2014. 7 Jul. 2016 <http://kanbanblog.com/explained/>

A brief explanation of Kanban. This includes it’s history, how it’s used today, and the principles.

"What is Kanban? - LeanKit." 2016. 7 Jul. 2016 <https://leankit.com/learn/kanban/what-is-kanban/>

A Wikipedia article that explains Scrumban, which is the common term for when Kanban is combined with the Scrum methodology.

"Scrumban - Wikipedia, the free encyclopedia." 2015. 21 Jun. 2016 <https://en.wikipedia.org/wiki/Scrumban>

[practicallogix]

Scrumban vs. Kanban: A Showdown of Agile Project Management Methodologies

This article aims to compare Scrumban vs Kanban, two popular agile project management methodologies known for improving productivity and adaptability. By exploring their key principles, benefits, and differences, you can decide which approach is better suited to your project needs.

I. Understanding Kanban Kanban is a method for managing projects that uses visual aids to optimize workflow. It involves a board that helps track tasks and enables teams to manage their workload more effectively by prioritizing their work in progress. The emphasis is on continuous improvement, limiting the amount of unfinished tasks, and improving the flow of tasks. Kanban is adaptable and transparent, which means that teams can respond quickly to changes and increase their overall productivity. II. The Basics of Scrumban Scrumban is a methodology that blends Scrum and Kanban. It uses Scrum's iterative approach and Kanban's visual management techniques. Scrumban has time-boxed sprints like Scrum and emphasizes continuous flow and improvement. This method allows teams to adjust to changes while also providing structure and flexibility. Scrumban helps teams manage work, balance priorities, and boost productivity by visualizing the workflow and implementing feedback loops. III. Key Principles of Kanban Kanban is a methodology that involves principles such as visualizing workflow, limiting work in progress, and continuous process improvement. To use Kanban, teams can use a Kanban board with columns that represent different stages of their workflow. The methodology also encourages a pull system in which team members take on new tasks when they have the capacity to do so. By limiting work in progress, Kanban reduces multitasking and improves overall efficiency and focus. IV. Key Principles of Scrumban Scrumban is a methodology that integrates the key principles of Scrum and Kanban. It prioritizes iterative development through sprints that are time-boxed and enable teams to deliver work increments on a regular basis. Scrumban emphasizes the visualization of workflows, enforces work-in-progress limits, and promotes continuous improvement of processes. The methodology offers the advantage of being adaptable to change during sprints while maintaining structure through sprint planning and retrospectives. It fosters collaboration, transparency, and the continuous delivery of value. V. Differentiating Factors Although there are similarities between Scrumban and Kanban, they differ significantly. Kanban is known for being highly flexible, allowing teams to respond to changes and prioritize work based on demand. In contrast, Scrumban merges Scrum's time-boxed strategy with Kanban's flow optimization, providing a balance between structure and flexibility. Kanban is best for teams with varying workloads, whereas Scrumban is better suited for teams transitioning from Scrum to a more continuous flow-based approach. VI. Choosing the Right Methodology Determining whether to use Scrumban or Kanban depends on your team and project's unique requirements and dynamics. Kanban works well for projects that have frequent changes and a high level of variability. It offers flexibility and clear visibility into workflows, making it perfect for service-oriented teams. On the other hand, Scrumban is a great fit for teams aiming to balance structure and adaptability. It combines the best of both worlds by allowing iterative development within a continuous flow environment. Conclusion Agile project management offers two methodologies: Scrumban and Kanban. Kanban emphasizes workflow and flexibility, while Scrumban combines Scrum's structure with Kanban's flow optimization. By understanding their differences, you can choose the methodology that best suits your project requirements and team dynamics, to improve productivity and adaptability.