The document discusses the shared heritage and principles of modern management methods like Lean, Agile, Scrum, and Kanban. It explains that while these methods may have different terminology and practices, they are all based on the same timeless Lean principles of eliminating waste, building quality in, creating knowledge, optimizing the whole process, and more. The document advocates understanding the shared principles between methods in order to broaden learning and improve communication. It also presents that Scrum and Kanban are not competing frameworks but rather complementary, with teams able to benefit from elements of both.

1. @leankitjon
Scrumagilean
A practical introduction to Lean Principles

2. @leankitjon
The Lean Landscape
A common heritage for modern management methods

3. @leankitjon
Change is a given
We can’t control it
Prepare for bad
Embrace good
Water-fail
Laundry List
Gold plate
Slap Together
Blamestorm

4. @leankitjon
Many people you
meet will have a
narrow software
development
centric view of
modern
management ideas
Agile
Scrum
XP
LeanKanban?
DSDM
Nope

5. @leankitjon
1950s-1980s 1980s 1990s 2000s Today
Just-In-Time
Kanban
Lean
(Manufacturing)
Lean IT
(SAFe & ITSM)
Lean
Engineering
Toyota
Production
System
Six Sigma
TQM
Agile
XP
Scrum
Lean
Construction
Lean (Startup)
Enterprise
DevOpsUnderstanding shared heritage
broadens learning and eases
communication

6. @leankitjon
Lean Starts with Principles
A virtuous cycle of continuous improvement

7. @leankitjon
Lean ideas are
seemingly common
sense
But they conflict with
typical corporate
accounting & HR
practices
Simple,
Not easy
Measure to Manage
Focus on rapid flow of value & fast feedback
loops vs up-front planning & high utilization
of all resources
Motivation
Belief in the intrinsic motivation of clear
purpose vs extrinsic motivation driven by
rewards & punishment

8. @leankitjon
Lean principles map to Agile
best practices – and enable
them at scale
Eliminate
Waste
Build
Quality In
Create
Knowledge
Defer
Commitment
Deliver
Fast
Respect
People
Optimize the
Whole
Process
Skilled
People
Tools&
Technology

9. @leankitjon
If your client wouldn’t
gladly pay part of your
itemized bill, it’s waste
Eliminate
Waste
Build
Quality In
Create
Knowledge
Defer
Commitment
Deliver
Fast
Respect
People
Optimize the
Whole
Process
Skilled
People
Tools&
Technology

10. @leankitjon

11. @leankitjon

12. @leankitjon
1. Work-In-Process
2. Delays
3. Extra Features
4. Technical Debt
5. Handoffs
6. Task Switching
7. Defects
Doing has no value, only
done (quickly)
MudaEliminate
Waste
Build
Quality In
Create
Knowledge
Defer
Commitment
Deliver
Fast
Respect
People
Optimize the
Whole
Process
Skilled
People
Tools&
Technology

13. @leankitjon
1. Work-In-Process
2. Delays
3. Extra Features
4. Technical Debt
5. Handoffs
6. Task Switching
7. Defects
If most features aren’t used &
most work is support: most
work is waste
MudaEliminate
Waste
Build
Quality In
Create
Knowledge
Defer
Commitment
Deliver
Fast
Respect
People
Optimize the
Whole
Process
Skilled
People
Tools&
Technology

14. @leankitjon
1. Work-In-Process
2. Delays
3. Extra Features
4. Technical Debt
5. Handoffs
6. Task Switching
7. Defects
Knowledge degrades with
every transfer
MudaEliminate
Waste
Build
Quality In
Create
Knowledge
Defer
Commitment
Deliver
Fast
Respect
People
Optimize the
Whole
Process
Skilled
People
Tools&
Technology

15. @leankitjon
1. Work-In-Process
2. Delays
3. Extra Features
4. Technical Debt
5. Handoffs
6. Task Switching
7. Defects
Focus on failure-proofing your
process rather than testing for
failures
MudaEliminate
Waste
Build
Quality In
Create
Knowledge
Defer
Commitment
Deliver
Fast
Respect
People
Optimize the
Whole
Process
Skilled
People
Tools&
Technology

16. @leankitjon
You don’t know until you try.
You don’t really know until your
client tries
Eliminate
Waste
Build
Quality In
Create
Knowledge
Defer
Commitment
Deliver
Fast
Respect
People
Optimize the
Whole
Process
Skilled
People
Tools&
Technology

17. @leankitjon
Wait. If you can’t wait,
invest in parallel
experiments
Eliminate
Waste
Build
Quality In
Create
Knowledge
Defer
Commitment
Deliver
Fast
Respect
People
Optimize the
Whole
Process
Skilled
People
Tools&
Technology

18. @leankitjon
But I repeat myself!
Eliminate
Waste
Build
Quality In
Create
Knowledge
Defer
Commitment
Deliver
Fast
Respect
People
Optimize the
Whole
Process
Skilled
People
Tools&
Technology

19. @leankitjon
Modern business is innovation. If
only the leaders’ brains are working,
you’re dead
Eliminate
Waste
Build
Quality In
Create
Knowledge
Defer
Commitment
Deliver
Fast
Respect
People
Optimize the
Whole
Process
Skilled
People
Tools&
Technology

20. @leankitjon
Your process has a bottleneck.
Improvements elsewhere may
be wasted
Eliminate
Waste
Build
Quality In
Create
Knowledge
Defer
Commitment
Deliver
Fast
Respect
People
Optimize the
Whole
Process
Skilled
People
Tools&
Technology

21. @leankitjon
leankit.com/learn
• Articles
• E-books
• Webinars
• Templates
• Case Studies
Key Reading
Lean Thinking: Banish Waste and Create Wealth in Your Corporation
- Jim Womack, Dan Jones
The Phoenix Project: A Novel About IT, DevOps, and Helping Your
Business Win
- Gene Kim, Kevin Behr, George Spafford
OR
Velocity: Combining Lean, Six Sigma and the Theory of Constraints
to Achieve Breakthrough Performance - A Business Novel
- De Jacob, Suzan Bergland, Jeff Cox
AND LATER FOR REINFORCEMENT
The Goal: A Process of Ongoing Improvement
- Eli Goldratt, Jeff Cox
Online

22. @leankitjon
Scrum & Kanban
No need for versus

23. @leankitjon
Start from where
you are today, even
(especially) if that’s
Scrum
1. Visualize the (current) workflow
2. Limit Work-in-Progress (WIP) *
3. Manage (for smooth) flow
4. Make process policies explicit
5. Implement feedback loops
6. Improve collaboratively
using Kanban to apply new models
Evolve
* Often implicitly at first
Kanban Principles

24. Release 1
Iteration 1
Iteration
Planning
Daily
Standup
Demo /
Retro
Iteration n
Iteration
Planning
Daily
Standup
Demo /
Retro
Iteration
Backlog
Fixed Time and People
Not
Done
Iteration
Backlog
Not
Done
Product
Owner
Ideas
Product Backlog
Release Planning
Release Backlog
Scrum mandates new roles, “rituals” and cadence for a team
The Scrum Framework
Scrum
master

25. @leankitjon
Look beyond the
tactical practices to
gain real value.
The real value is in
the principles.
Do BothScrum
• A structure of new roles, “rituals” and cadence
• No prohibition against visualization, WIP limitation or
flow measurement
• A mature Scrum team with good technical practices
often looks awfully Kanban-ish
Kanban
• Evolution through measurement
• No opinion on roles, meetings or iterations
• Software dev teams who use Kanban to become
more Agile often act quite Scrum-y

26. @leankitjon
leankit.com/learn
• Articles
• E-books
• Webinars
• Templates
• Case Studies
Key Reading Online

27. @leankitjon
leankit.com/learn
• Articles
• E-books
• Webinars
• Templates
• Case Studies
Key Reading
Kanban: Successful evolutionary change for your technology
business
- David J. Anderson
Personal Kanban: Mapping Work | Navigating Life
- Jim Benson, Tonianne DeMaria Barry
Real-World Kanban: Do Less, Accomplish More with Lean Thinking
- Mattias Skarin
Lean from the Trenches: Managing Large-Scale Projects with Kanban
- Henrik Kniberg
Principles of Product Development Flow
- Don Reinertsen
Online

28. www.leankit.com
@leankitjon
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