Kanban på Crisp
Scrumban
Adding Kanban to Scrum
Corey Ladas
Theory of Constraints
Det finns en flaskhals någonstans
för annars skulle produktiviteten
vara obegränsad
Work in Progress
Mängden arbete just nu
Saker som ger Kunden värde
Culmative Flow Diagram
Lead time
Tid det tar att bli klar med en
Relationen mellan WIP
och Lead time
Work in Progress
Do not change anything except amount of WIP
"Kan ni göra det här? Nu!"
"Japp, vad ska vi sluta göra"
Kanban - be a yes man
Why do KanBan?
Evolution not Revolution (i.e. Scrum)
Lower resistance to change
Optimize existing process
Builds a collaboration culture
Builds trust
Builds polictcal captial to make 
bigger changes
Who should adopt?
Organisations who are not doing Scrum
Agile teams who have stagnated and
no longer are improving
Reasons why it works better
Organisational maturity
Value stream collaboration
Infects the rest of the company
"If you are not getting an answere - ask a simpler question
Absolute numbers are hard - relative are easier
Work Item types
Customer value (yellow)
Bug (yellow with red text)
Bug in production
Maintenence (blå)
Expidiate (vit)
Blocked - kan inte jobba vidare
kanban attributes
(vad står på lapparna)
ID
Date Accepted
Description
Assigned Person
Varningar
Hard-Deliviery date
Policies drive Cultural Change
Define process as a set of "policies"
Policies are "the rules of the 
collaborative game"
POLICIES + TRANSPARENCY
=
SELF-ORGANISATION
WITHOUT LOSS OF CONTROL
=
EMPOWERMENT
CLASS OF SERVICES
- WHAT TO PICK...
Expediate
Fixed date
Standard
Tangible
Varje är förknippad med 
policies som talar om 
hur man hanterar dem
Ex. "Expidiate hanteras alltid först. Max två i månaden"
Senior Executives values
1) Predictablility - no surprises
2) Agility - ability to respond to changes in the market



3) Cost & Good goverance
Experiences from Crisp Cases
Kanban boards should change, often for starters
Every Kanban solution is different
Visulize - upp med det på väggen
Use root-cause analysis to find
the real cause of the problem
Types of bottleknecks
CCR - Capacity constrained Resource
           Finns för lite kapacitet
NIA - Non-instant Availability Resource
          Finns inte nu
POOGI - 5 Focusing Steps
Poogi = Process of ongoing improvement
Idenitify -> Exploit -> Subordinate
-> Elevate -> iterate
Buffer is a way to
protect a constrained
resource from being idle
Adding waste to gain flow...
Value trumps flow
Flow trumps waste reduction
Sources
Internal (chanse cause)
     under your control
     match-lenght at Wibeldon
     policy change to prevent
External (assignable cause)
     not under your control
     rain spoils final @ last sunday of Wibeldon
     manage risk
Waste
Not value-adding
Value-adding
Things that the customer pays for
Doing it more would add more value
Daily Scrums are waste?
"Dailies are waste"
"No!"
"Well, why not do them 4 h each day then..."
Cadence
How often are you allowing
things into the system

2 weeks sprint -> cadence = 2 weeks