P

r
o
d
u
c
t
i
o
n
S
p
e
c
i
f
c
a
t
i
o
n
Production
jamming?
Andon meeting
Product
n
o
t

y
e
t
y
e
s
Vision
accomplished?
Potentially
shippable
product
Product
Increment
Daily
Impediment Backlog
Cumulative Flow Diagram
B
acklog
T
a
s
k
s

i
n

P
r
o
g
r
e
s
s
T
a
s
k
s

d
o
n
e
Task
P
r
o
d
u
c
t
i
o
n

f

l
o
w
Task

P
u
l
l
S
t
o
r
y

P
u
l
l
S
t
o
r
y

P
u
l
l
Sensei
Planning 2
S
t
o
r
ie
s d
o
n
e
S
t
o
r
y
T
e
s
t
i
n
g
P
Retrospective
Story
complete?
Increment
ready?
Review
Stakeholders
Product
Owner
6
7
8
9
1
0
1
1
P
r
o
d
u
c
t
B
a
c
k
l
o
g
Planning 1
Team
Sharpen
Stories
Cycle Time
Estimate XL, L, M, S
Sto
r
y

P
u
l
l
S
t
o
r
y

P
u
s
h
5
4 3
2
1
Vision
Production line 1
2
3
S
tory P
u
l
l
Selected Backlog
(Pick Up Area)
With dened capacity
SIP Backlog
(Stories in Progress)
With dened capacity
Scrumban
according to m
V 1.0

m
m
1

C
o
n
s
u
lt
in
g

&

M
a
n
a
g
e
m
e
n
t
Y
o
u
m
a
y fre
e
ly co
p
y a
n
d
d
istrib
u
te
th
is p
o
ste
r, b
u
t yo
u
m
u
st n
o
t m
o
d
ify it.
N
O
T
F
O
R
S
A
LE
O
R
R
E
S
A
LE
.
Roles
Product owner: the person responsible for maintaining the product backlog by representing the interests of the
stakeholders, ensuring the value of the work the development team does.
Scrumban sensei: the person responsible for correct use of the scrumban process. Although the designation of a
scrumban sensei and its presence in (scrumban) meetings is generally advisable, teams with a lot of scrumban
experience may also work without this role.
Development team: a cross-functional group of people responsible for delivering potentially shippable increments of
the product (at the end of every production cycle).
Stakeholders: the people enabling the project. They are only directly involved in the process during the reviews.
Aside from that, they may solely inuence the team by discussing their needs with the product owner.
Typically, the main stakeholders are managers, customers and users.
Artifacts
Product backlog: an ordered list of requirements that the team maintains for a product. In Scrumban, one should
document requirements in user story format. Anyone can edit the backlog, but the product owner is ultimately
responsible for ordering the user stories. Stories in the product backlog contain rough estimates of both business
value and development effort.
Selected backlog: a list of work the development team must address next. It has a dened capacity limit (also known
as work-in-progress). As soon as capacity is available, it is lled up with user stories/features from the top of the
product backlog.
Story in Progress (SIP) Backlog: a list of user stories, which the development team currently addresses.
Team members pull user stories from the selected backlog when there are no more remaining tasks in the
task backlog.
Task backlog: a table structured along the phases that are necessary for completing the project, e.g. design,
development, and test. The development team breaks the user stories/features from the SiP backlog down into single
tasks. Once a task has nished one phase, a team member from the consecutive phase eventually pulls the task to
process it further.
User story: a description of a certain product feature or behavior, written strictly from the users point of view.
Usually, the product owner writes the user stories.
Task: a unit of work, which should be feasible within one working day or less. To implement a user story, you must
accomplish all associated tasks.
Parking lot: for tasks, which the team cannot nish due to external dependencies. For example, another team has to
review a document. Placing a task in the parking lot prevents the team from deadlocks, where unnished tasks block
production lines.
Cumulative ow diagram (CFD): a publicly displayed chart showing a detailed view of the teams past and present
performance. The CFD allows identifying bottlenecks in the production ow. It also enables the product owner to
predict the time a new requirement will most probable need to complete.
Impediment backlog: a list maintained by the sensei including all current impediments.
Meetings
Planning 1: (The what: Whenever the product owner pulls new user stories into the selected backlog.)
The product owner holds it to select the next user stories to work on, explaining the user stories of the product
backlog and answering open questions. After this analysis, the development team should understand the
requirements. Therefore, the team is able to estimate the complexity of each user story.
Planning 2: (The how: Whenever team members pull new user stories into the production ow.) Here, the team
discusses solutions for new user stories in the SIP backlog and creates tasks for each user story accordingly.
Daily: (15 min max.) A short, time-boxed meeting, taking place every day at the same time.
Every team member answers three questions:
1) What have I done since yesterday?
2) What am I planning to do today?
3) What are my impediments?
Review: (Whenever the team ships an increment.) The team uses this meeting to present and review the work it
has completed since the last delivery. Usually, it also includes a demonstration of the features created in the last
product increment.
Retrospective: (After any review.) The scrumban sensei holds the retrospective to reect on the past production cycle
in order to ensure continuous process improvements. The sensei always asks two questions in the retrospective:
1) What went well during the last cycle?
2) What should improve in the next cycle?
Andon: (Whenever a problem occurs.) The scrumban sensei organizes an andon meeting whenever problems in the
production ow occur. For example, a story is over the expected cycle time, or a task is frequently re-assigned and not
yet solved. Both the development Team and the product owner take place in this meeting and work on a solution to
solve the open issue.
P
mm1 Consulting & Management
Consulting in Innovation & Transformation.
Believing in Design Thinking, Lean Thinking, and Agile Doing.
Contact us: agile@mm1-consulting.com
www.mm1-consulting.com
You may freely copy and distribute this poster, but you must not modify it.
NOT FOR SALE OR RESALE.