![]() Some objects just can’t be overcome, and certain specifications are bound to change. You can’t always predict the conditions of a project, agile or not. Small, iterative steps where features are closely monitored, then tweaked based on close feedback, is one of the behaviors of successful agile teams. Feedback is most valuable when taken in small doses, so there isn’t the risk of a large amount of work being done, then rendered useless or invalid by feedback. Getting feedback is part of working with iterations – so teams can focus on getting a small feature or update working, and then obtain some valuable feedback about it.Ĭustomers, testers, and even other developers should be given the chance to offer feedback at each iteration. Paying close attention to feedbackįeedback is crucial for agile success. ![]() As the team collaborates on features together, higher transparency of work being done as well as a combined workforce of problem-solving means it is less likely that there will be an imbalance of work-started against work-completed. Successful agile teams work together, listen to each others’ feedback, and observe the work being done as a whole team unit. Perhaps they come together once a week and discuss progress. Non-agile teams typically offload specific tasks to individual team members and work, for the most part, in isolation. ![]() Your team must be successful in working together in a collaborative environment. ![]() Teamwork is the backbone of any agile approach. There will always be processes and procedures you can hand to your team, while telling them “go do agile”, but there are deeper characteristics that promote the right kind of habits that will lead to agile success. So what makes a team agile? To begin with, embracing agile principles and facilitating a workplace environment where individual team members are encouraged to develop their own agile values. In reality, for all intents and purposes, Kanban and Scrum both fall under the umbrella of an agile approach. This presentation of agile as an alternate approach like Kanban or Scrum can be misleading. You will sometimes see “agile” referred to on the same level as Kanban or Scrum, for example “Kanban vs Scrum vs Agile vs Waterfall”. Kanban and Scrum are both ways of “doing” agile. This goes beyond simply the tools (“doing” agile) it’s about adopting the principles that will enable agile success (“being” agile). Your team needs to adopt an agile mentality. You can’t just adopt an “agile methodology” and expect to be agile. Let’s start with a basic primer on what it means to be agile. Here’s a breakdown of how we’ll approach comparing “Kanban vs Scrum”: My aim with this article is to approach the question of “ Kanban vs Scrum” by clearly presenting both approaches in terms of when, how, and why you might choose to use either of them. You need to consider what approach will work best for your team. You may even find they can work well together, as part of a unified strategy. But fundamentally, they are both agile methodologies, and the principle behind why you might want to use both can be in alignment. It makes a lot of sense to ask questions like “why might I want to use Kanban over Scrum?”, and there are a lot of differences between the two. If you’re an agile organization, you should be placing principle above practice. People are wasting energy fighting over which methodology trumps another. You’ll often hear the question: “Which is better? Kanban or Scrum?” or variations of this eternal deathmatch between two of the most well-established agile methodologies.
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