This will include all stages of work in the Nexus – ranging from Value discovery, prioritization, refinement, Sprinting, Integrated Increment, Deploying/Releasing, and Learning/Tweaking. Kanban can be used to visualize the workflow and flow of work on this Product Backlog. In Nexus, all Scrum teams use the same, single Product Backlog. With this premise in mind, Let’s take the approach we follow in the Kanban Guide for Scrum Teams and the PSK and explore what might be the impact of applying Kanban/Flow to the Nexus Roles, Events, Artifacts and rules. This brings transparency and attention to the Flow (or more typically lack thereof) at a larger scale and can help Scrum Practitioners educate/coach their organization about the value of achieving flow and how empericism is very limited if only applied at a level of a Scrum Team stuck within a waterfall system. The basis of this approach is to use a Kanban system tracking the work at a integrative higher level than the individual team (Think Features/Epics) and making sure to include upstream and downstream activities that transcend what’s going on inside a specific Scrum Team or Scrum Sprint. ( here’s a case study from the LSSC2010 conference about one such implementation, here’s another early talk) I’ve been using Kanban as a scaling mechanism on top of Scrum since around 2008 or so and it has been the approach I reach out to most often. What we haven’t talked about much until now in the world is how Flow/Kanban can help organizations use Scrum at Scale more effectively, and specifically how would Nexus look like when leveraging Flow/Kanban.
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We talk about that in the Kanban Guide for Scrum Teams and the Professional Scrum w/ Kanban class (full disclosure – I’m a co-author of the guide and co-creator and steward of the class so care deeply about both…). Scaling Scrum w/ Flow and KanbanĪs you might be aware, now recommends Scrum practitioners leverage Flow thinking by using Kanban practices and flow metrics as part of their Scrum. If you haven’t heard of Nexus before now would be a great time to go read the Nexus Guide. It uses Scrum as its building block and adds the minimum viable set of roles, events, artifacts, and rules that weave together the work of a set of teams. Nexus is ’s framework for scaled product/software delivery. Today I want to talk about an approach that fits well into this approach (at least in my experience). Pragmatically, what I generally work out with my clients is a happy middle – refactor somewhat in order to reduce dependencies, Add the right level of Scaling support based on the number of dependencies you have. Another approach would be to try and refactor your organization/group so the teams actually don’t need each other that much which will reduce even the need for scaling. Generally, one approach will be to add some scaling principles and practices. This is more or less the time you started searching for “scaling agile” “scaling scrum” and exploring your options. So you have a couple of Scrum Teams that are working in adjacent areas and you’re starting to face some challenges in delivering value in a coordinated integrative way. Certified Business Analysis Professional (CBAP).Agile Testing Workshop (Built In Quality).Agile For Hardware And Multidisciplinary Engineering Solutions.
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