Kanban vs Scrum
Agile methods are characterized by their flexibility. Both variants are not only designed to adhere to a plan exactly, but also to be able to make changes and adjustments in a timely manner in the interests of the customer. In addition, both approaches strive to structure the process in such a way that results are achieved quickly. On the one hand, to keep the customer close to the development process itself and, on the other hand, to receive timely feedback.
Another feature of agile approaches is transparency. While this is achieved with the visual representation on a board in Kanban, short feedback loops, e.g. through daily standup meetings in Scrum, produce the desired result. Transparency also makes it possible to identify errors as early as possible and to optimize the process.
The main differences between the models
But of course Kanban and Scrum also have differences. Scrum is fundamentally more rigid in its form than Kanban, as it contains more rules and prescribes processes in more detail.
Scrum is based on iterations being completed within a set time frame (so-called timeboxes). The length of the timeboxes can be varied initially, but should remain constant over a longer period of time in order to establish a certain regularity among those involved. A regular rhythm consisting of planning, implementation, delivery of the work results created and reflection on the results creates security. In Kanban you will find neither time specifications nor timeboxes. It is therefore up to you when you plan, reflect, improve the process or deliver. However, in practice it proves useful to establish a certain rhythm here too.
The three roles of product owner, scrum master and development team are fixed in iran telegram data Scrum. Kanban, on the other hand, does not provide for any binding roles. However, this does not mean that you cannot or should not use roles in Kanban. In fact, it is necessary that there is at least one person who has understood the principles of Kanban and is responsible for adhering to the process. This role is now often referred to as flow master or delivery manager, but the role can also be filled by a scrum master, project manager or product manager. Since 2016, equivalent terms for the product owner role have also been found in the Kanban environment, these are service manager or product manager.
Although both methods consider change to be the norm, they both deal with it differently. While in Scrum, tasks are fixed for the length of a sprint (1-4 weeks as a rule), in Kanban, changes can be incorporated continuously and integrated into the process flow.
Another difference can be found in the measurement of productivity. In Scrum, the team estimates the relative effort per work package, taking into account the complexity and the associated risk. This effort is added up for a sprint duration and thus results in a team-dependent speed. Once a team has settled in, i.e. reliably estimates and delivers similar average speeds per sprint, this metric is used as a guideline for subsequent sprints. However, this measurement also entails risks; team conflicts, illness, and poorly described requirements and the resulting incorrect estimates can have a major impact on speed. In Kanban, estimating the processing time of work packages is not mandatory. Productivity is measured in the form of a cycle time. That is, the time required to complete a complete work package from start to finish.