了解Scrum团队看板指南

Yuval Yeret, a Professional Scrum Trainer and SAFe® SPCT at AgileSparks, shares his insights on the Scrum Team Kanban guide created in collaboration with Daniel Vacanti and Steve Porter, and the associated Professional Scrum Kanban course offered by Scrum.org. The guide has received positive feedback and interest, prompting Yeret to address some frequently asked questions regarding its contents and the choices made during its design.

One of the main inquiries is about the absence of some core Kanban practices in the Scrum Team Kanban guide. Yeret clarifies that the guide was specifically tailored for teams that are already proficient with Scrum according to the Scrum Guide. The aim was to define the minimal set of Kanban practices necessary for such teams to improve their workflow. These practices include visualizing the workflow, limiting Work in Progress (WIP), managing ongoing work items, and continuously refining the definition of "workflow".

Advanced Kanban concepts like service levels, cost of delay, and flow efficiency were intentionally left out of the guide. Yeret argues that these are not part of the "minimal viable practices" for Scrum Teams looking to improve flow. However, the guide and the Professional Scrum Kanban (PSK) course do provide pointers to these advanced supplemental practices and metrics for further learning and improvement.

When it comes to whether the guide represents an application of the Kanban Method, Yeret believes it closely aligns with Professional Scrum as a starting point. Teams begin with their current Scrum processes and roles and look to evolve to improve performance and process satisfaction while maintaining the integrity of their Scrum framework.

As for whether the guide represents Scrumban, Yeret agrees with the definition that sees Scrumban as a way to introduce lean/Kanban thinking into Scrum while keeping core Scrum processes intact. This aligns with the approach of combining Scrum and Kanban that the guide describes.

Yeret also addresses the question of why and when to add Kanban to Scrum, advocating that most teams he has worked with since 2010 have found the combination to be ideal. He has assisted Scrum Teams in achieving healthier and smoother flow by adding Kanban to their processes. On the other hand, Yeret warns against using Kanban to avoid Scrum challenges or when a team is not interested in improvement.

Finally, Yeret emphasizes that introducing Kanban can help teams and organizations understand the true essence of Scrum, focusing on the transparency, inspection, and adaptation brought by Scrum's core events, roles, and artifacts, rather than getting bogged down by metrics and command-and-control project management.

The article concludes with Yeret's endorsement of the Professional Scrum Kanban class and encourages readers to join public courses or arrange private training for their teams to learn more about how Kanban and Scrum can complement each other.