<story><title>Commitment vs. Forecast: A Subtle But Important Change to Scrum (2011)</title><url>https://www.scrum.org/resources/commitment-vs-forecast-subtle-important-change-scrum</url></story><parent_chain><item><author>justspamjustin</author><text>My team moved from scrum to a kanban style process a couple years ago. The benefits were immediate. We no longer have drawn out sprint planning meetings where we discuss requirements of features that we never end up working on in that sprint. We don’t waste time debating complexity of features. Everything is now just ad hoc. When we need more requirements definitions, we pull the necessary members of the team together and discuss it. When we see that there needs to be architectual discussions and high level planning, we do it immediately when we recognize the need for it. The idea that you can try and commit to or even forecast how much can be completed for a period of time is pretty absurd. Just identify the minimum requirements of what needs to be done and do it. Retrospective is still productive. But sprint planning is a waste of time IMO.</text></item></parent_chain><comment><author>cybergoat</author><text>Scrum is a sad joke. But corporate loves feeling &amp;quot;safe&amp;quot;, with estimates in hand, even if they readily blow out. Usually it ends up with &amp;quot;watergile&amp;quot;, a total mess.&lt;p&gt;You can just time kanban tickets vs estimated size (all the forecasting, tracking, etc, should be done by a manager, without wasting the team&amp;#x27;s time) combined with pulling from the right hand side and vigorous action towards blockers. Optimise for throughput.&lt;p&gt;During the best version of this, as I experienced, we spent about 5 minutes in the morning as a team, and occasionally visited the board throughout the day (not as a team, sometimes as a pair, to discuss something and add&amp;#x2F;move tickets). My manager at the time spent some time at the end of each week by himself collecting cards and doing the tracking to make the higher-ups happy.</text></comment>
<story><title>Commitment vs. Forecast: A Subtle But Important Change to Scrum (2011)</title><url>https://www.scrum.org/resources/commitment-vs-forecast-subtle-important-change-scrum</url></story><parent_chain><item><author>justspamjustin</author><text>My team moved from scrum to a kanban style process a couple years ago. The benefits were immediate. We no longer have drawn out sprint planning meetings where we discuss requirements of features that we never end up working on in that sprint. We don’t waste time debating complexity of features. Everything is now just ad hoc. When we need more requirements definitions, we pull the necessary members of the team together and discuss it. When we see that there needs to be architectual discussions and high level planning, we do it immediately when we recognize the need for it. The idea that you can try and commit to or even forecast how much can be completed for a period of time is pretty absurd. Just identify the minimum requirements of what needs to be done and do it. Retrospective is still productive. But sprint planning is a waste of time IMO.</text></item></parent_chain><comment><author>Infernal</author><text>I’m familiar with some of the artifacts of a kanban style system - do you have any documentation of what your particular kanban process looks like (that you can share)?</text></comment>