Structure: A project supports multiple iterations each of which is time-boxed. The team will plan backlog items into each time-box, and with the intention of actioning them at some point in the corresponding iteration. Only a limited number of those planned items can be work in progress at any one time. Each item has a defined Quality of Service that determines how it will be actioned. Items that were not on the backlog, and which were not planned into the time-box, may be done within the time-box if they have a Quality of Service that mandates their immediate attention. However, a suitable backlog item must be traded out of the time-box in order to accommodate it.
Intent: Handle a mixture of project and unrelated work, in an agile manner, by implementing a hybrid of Scrum and Kanban rules.
What is not urgent must be done quickly in order to take care of the urgent things calmly
Cut your coat according to your cloth
Also Known As:
Fast Track (when used in a Scrum context)
Motivation: An organization might not have the resources to dedicate a project team to the development of a product. These constraints often lead to Scrum Teams being given work to do that is unrelated to their Product Backlog and/or which may compromise their Sprint Backlog. This work can include maintenance (BAU) activities or emergency incident response.
Applicability: Scrumban is a compromise to the problem of limited resources and competing demands for project and unrelated work. It therefore finds wide application across the IT industry.
Consequences: Scrum is predicated on the ability of a team to plan their work for a time-box. Pre-empting that plan with other (unplanned) work may therefore compromise a team’s ability to meet their Sprint Goal. All stakeholders must therefore be informed if such pre-emption will be allowed to occur.
Implementation: Many organizations that claim to have implemented Scrum are in fact allowing the quality of service to vary by means of a fast-track lane or similar, and are thereby implementing Scrumban.