Kanban vs Scrum (Kanban versus Agile Scrum)
Here is a detailed comparison for Kanban vs Scrum. Let's get started with Kanban vs Scrum similarities first.
Similarities (Kanban vs Scrum)
- Kanban and Scrum can both support Lean and Agile ways of working.
- Kanban and Scrum make use of pull organization instead of push organization.
- Kanban explicitly controls WIP; Scrum limits selected Sprint work through a timebox and the Developers’ forecast, and can add explicit WIP controls.
- Kanban and Scrum both utilize transparency to drive process renovation.
- Kanban and Scrum both concentrate on providing releasable software applications.
- Kanban and Scrum both function in self-organizing team structures.
- Kanban and Scrum both place value for splitting the requirements into smaller and digestible work items.
- Kanban and Scrum both support a release strategy that is continually improved based on empirical metrics.
- With both Kanban and Scrum, the teams choose how to manage the delegations in their small groups. Their duty and mission are to maintain the value stream efficiently flowing to their clients. So they can offer prompt responses to changing circumstances while they're building competitive products and services in reasonable budgets.
Differences (Kanban vs Scrum)
A detailed Comparison to see differences between Kanban and Scrum
| KANBAN | SCRUM |
|---|---|
| Uses “Lead Time” metric to measure, optimize, and improve the speed of delivery. | May use Velocity as a forecasting aid. Scrum does not mandate Velocity, and flow metrics can also be used. |
| Size and split work items as useful for flow; Kanban prescribes no fixed story-point scale. | Work items should be split into reasonable sizes, so they fit in Scrum iterations (Sprints). |
| Work In Progress (WIP) Limited for each step of the workflow. | The Developers forecast selected work for each Sprint; explicit workflow WIP limits may be added. |
| New work items are welcomed as long as WIP limits of workflow steps allow. | Scope may be clarified and renegotiated with the Product Owner during a Sprint, without endangering the Sprint Goal or reducing quality. |
| Specifies no roles. And yet, to be able to become knowledgeable and stay competitive in their industries, Kanban team members are trained as Kanban Experts or Kanban Project Managers. | Defines 3 accountabilities: Scrum Master, Product Owner, and Developers, together forming the Scrum Team. |
| Ordering and refinement follow explicit policies appropriate to the service; no mandatory meeting is prescribed. | Requires an ordered Product Backlog; refinement is an ongoing activity rather than an extra formal event. |
| Does not require iterations. Replenishment, delivery, and feedback cadences can be chosen to fit the service. | Iterations (Sprints) are time-boxed. |
| Kanban board is persistent for a given project, product, or service. | A Sprint Backlog is created for each Sprint. A board can visualize it and may preserve useful history. |
| Kanban teams commit to project goals, efficiency, and ultimate business outcomes. | Scrum Teams commit for Sprint goals. |
| Cross-functional teams, as well as expert teams, are allowed. | Requires cross-functional teams. |
| No charts are specified. | May use burndown charts or other forecasting tools; no chart type is required. |
| Estimation is optional and collaboratively organized by policy. A Certified Kanban Project Manager™ (Kanban-PM™) can support planning, but Kanban does not mandate that role or assign all estimates to it. | The Developers doing the work are responsible for sizing; Scrum does not prescribe a point scale. |
| A Kanban board could be shared by multiple organizations or teams. | A Scrum Board (Sprint Backlog) belongs to one single Scrum team. |
Scrum vs Kanban Events
Scrum defines a Sprint containing Planning, Daily Scrum, Review, and Retrospective.
The table compares these events and supporting planning practices with possible Kanban cadences; Kanban does not automatically replace or prohibit Scrum events.
| Scrum Event | Purpose | How Often? | Kanban’s Suggestion | How Often? |
|---|---|---|---|---|
| High-Level Release Planning and Strategy (supporting practice, not a formal Scrum event) | Product Owner is responsible for building initial backlog and release goals. | Revisited as needed for the product or service. | Same practice as Scrum. | Revisited as needed for the product or service. |
| Sprint Planning Meeting | The whole Scrum Team agrees on the Sprint Goal; Developers select Product Backlog items and create their delivery plan. | In the beginning of each Sprint. | No replacement. Kanban team pulls items from Backlog as long as their WIP Limits allow. | Cadence chosen to suit the service. |
| Daily Scrum (Daily Stand-up) Meeting | Developers inspect progress toward the Sprint Goal and adapt their plan. | Every day. | A regular flow review can inspect active work, age, blocked items, WIP, and service expectations. A daily cadence is one choice. | Every day. |
| Sprint Review Meeting | Scrum Team and stakeholders inspect the Sprint outcome and progress toward the Product Goal, then adapt what to do next. | In the end of each Sprint. | Stakeholders can inspect the board, and service delivery reviews or other feedback discussions can inspect outcomes and needs. | Cadence chosen to suit the service. |
| Sprint Retrospective Meeting | Identification of actions for process optimization. | In the end of each Sprint. | Flow and service reviews, retrospectives, or just-in-time improvement discussions can address impediments and improve effectiveness. | Cadence chosen to suit the service. |
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