When inflexible and wasteful processes are making your organization inefficient, it’s time to introduce agile methodologies. Scrum vs. Kanban then becomes an essential question: Which one is better suited for my own situation?
Scrum – A Fundamental Shift
Scrum is a well defined process framework for structuring your organization. Introducing Scrum is quite a change for a team not used to agile methodologies: They have to start working in iterations, build cross-functional teams, appoint a product owner and a scrum master, as well as introducing regular meetings for iteration planning, daily status updates and sprint reviews. The benefits are well understood: Less superfluous specifications and less hand overs due to cross-functional teams, more flexibility in roadmap planning due to short sprints, etc. Switching your organization to use Scrum is a fundamental shift which will shake-up old habbits and transform them into more effective ones.
Scrum Leverages Commitment As Change Agent
The initial introduction of Scrum is not an end in itself of course. Working with Scrum you want to change habits inside your team: Take more responsibility, raise code quality, increase speed. As your teams commit to sprint goals, they are intrinsically motiviated to get better and faster in order to deliver what they promised. Scrum leverages team commitment as change agent. It’s amazing to see how much teams demand from themselves – often way more you as a manager ever dared ask for.
Kanban – Incremental Improvements
Kanban is way less structured than Scrum. It’s no process framework at all, but a model for introducing change through incremental improvements. You can apply Kanban principles to any process you are already running (even to Scrum . In Kanban, you organize your work on a Kanban Board. There you have states which every work item passes through from left to right. You pull your work items along through the in progress, testing, ready for release, and released columns starting from the right hand side based on the allocated capacity of each of the columns. And you may have various swim lanes – horizontal “pipelines” for different types of work. The only management criteria introduced by Kanban is the so called “Work In Progress (WIP)”. Nothing else needs to be changed to get started with Kanban.
Kanban Leverages Work In Progress (WIP) Limits as Change Agent
For every column (state) on your Kanban board you should define a “Work In Progress”-Limit (WIP Limit). The WIP limit tells you how much work items are allowed to stay in a certain state. If the state is “full”, no new work can enter that state. The whole team has to help clear the filled up state first. That way your team will find out about bottlenecks in the progress simply by looking at the Kanban Board and is challenged to change the way they work to avoid such bottlenecks in the future. In that way, the WIP limit acts as change agent in Kanban.
Scrum vs. Kanban
Looking at both agile methodologies it should be more clear what to introduce when: If your organization is really stuck and needs a fundamental shift towards a more efficient process, Scrum seems to be more appropiate. If you already have working processes, which you want to improve over time without shaking up the whole system, Kanban should be your tool of choice.