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Posted by Jurgen Appelo on Oct 26, 2010 Sections Process & Practices Topics Agile Techniques ,
Editor’s note : This is a guest post on Lean Software Development by Corey Ladas. If you don’t know Corey, he is a product development methodologist extraordinaire. if you missed Corey’s previous post, Introduction to Lean Software Development , be sure to check it out. This is a follow up post for readers who wanted m ore information on some principles, patterns, and practices that could help support Lean Software Development. Lean Thinking is a paradigm of production and can’t easily be reduced to a process recipe. The particular form of any Lean process will always depend upon the form of the product that is created by that process. However, any Lean process will realize a few essential principles.
Thursday, June 10, 2010 I’ve largely stayed out of the debate comparing Scrum to Kanban or those wishing to position the techniques as rivals. I’ve actively encouraged Mattias Skarin and Henrik Kniberg who have done a very good job analyzing and comparing in their book Scrum and Kanban making the best of both! I feel that I can add some insights that Henrik and Mattias didn’t cover - insights that have emerged while I’ve been touring the world this past nine months working with teams and agile coaches on 5 continents from small innovative startup firms to some of the world’s largest industrial and technology businesses. At one level Scrum is presented as quite a prescriptive project management process - Sprints, Scrums, Sprint Planning, Retrospectives, Demos etc etc. The leadership of the Scrum community is anxious to point out that Scrum is much more than this - it is a framework for provoking change and emergent behavior in organizations.