Without effective project management, the team members are left to handle as many procedures as possible, and this approach doesn't lead to success. There are several well-known project management methodologies, such as Scrum and Kanban. But there is one methodology that combines best practices from them. Scrum and Kanban advantages are combined in the hybrid approach known as Scrumban. It is a perfect fit for projects that move quickly and continuously and feel constrained by Scrum and Kanban. The approach may also be applied to both short-term and long-term project management since it is adaptable enough.

What is Scrumban methodology?

In a word, Scrum is an Agile approach that is straightforward and iterative and splits a project into smaller, more manageable tasks. Scrum introduces the idea of sprints, which are set aside times when the team members concentrate only on the current task at hand. You may select any sprint duration as long as it is within the range of 1 to 4 weeks. Sprints of two weeks, nevertheless, are the norm. Both Kanban and Scrum are renowned for their compatibility and simplicity. In contrast to Scrum, which updates the current system, Kanban concentrates on boosting its effectiveness. Part of a Kanban setup is a Kanban board with at least three fundamental columns that may show you the status of your project at a glance. Kanban restricts the work-in-progress to prevent the team from becoming overburdened by having too much to accomplish at once, in contrast to Scrum, where the limiting element is time (sprints).

Scrumban is an Agile methodology that aids team members in more effective project management. It was initially employed as a transitional Scrumban methodology. However, Scrumban eventually gained traction with team members and emerged as a stand-alone technique.


Key aspects of Scrumban

There are five aspects of Scrumban which would be involved in the implementation and adaptation.

  • Planning and planning trigger

The team plans for the upcoming sprint in Scrumban based on past performance and estimation. Scrumban teams utilize a planning trigger to determine when to start planning for the following iteration. This figure indicates how many tasks ought to remain in the backlog after the team's planning meeting.

  • Kanban board

Scrumban teams make use of a Kanban board to keep track of the work that is being completed. They can keep track of all the work that is planned, carried out, and finished. Although Kanban boards can differ from team to team, they often consist of a backlog, a process section (which is divided into columns depending on your process), and a done column.

It's vital to remember that the team members choose their own assignments from the backlog. After finishing work, a team member looks over the backlog and chooses the task with the highest priority according to their skill set. This is why it's crucial to check the board every day and adjust the priorities as necessary.

  • WIP limit

Scrumban teams place a limit on the number of work items they can be working on at once in order to guarantee consistent value delivery. A Work In Progress (WIP) limit is used to describe this. It makes it possible to estimate the delivery dates of all work items more readily and speeds up the delivery of each individual work item. This cap is often set by teams based on the size of their roster. For instance, If there are five team members, the WIP maximum is five. As a result, each team member may focus on one task at a time.

  • Planning buckets

The long-term planning method used by Scrumban teams is called planning buckets. The team lays out its roadmap in three buckets, which might be lists or just additional columns on a Kanban board. The team's biggest ideas and objectives that it hopes to accomplish in a year are kept in the first bucket. Clearer plans that the team hopes to execute within six months are contained in the second bucket. The detailed plans for the upcoming three months are kept in the third bucket. The plans are added to the backlog and carried out in the subsequent iteration when the team decides to move forward with them.

Ultimate guide to Scrumban implementation

Like Scrum, Scrumban visualizes the complete project on a Scrumban board, comparable to a Kanban board but provides you more information and freedom. Scrumban board also works in tiny iterations of two weeks. This technique borrows the ideas of pulling work, limiting WIP, and continuous operations from the Kanban methodology. Typically, the Scrumban cycle consists of these six phases, which are repeated for each sprint throughout the project. The phases can be described as follows.

Work item refinement

Every sprint time begins with work item refinement, which aims to determine which work items should be taken into consideration for the following iteration. The project manager and other stakeholders participate in this meeting, which aids in determining the team's next course of action. It is crucial to think about which of the proposed task items is most crucial and why. Once your list has been prioritized, you must specify what needs to be done for each item on the list. So it will help easily take up the work items and begin working on them whenever the team comes together for a planning session.


The Scrumban team meets to organize tasks for their upcoming sprint time after the project starts and then periodically. The team selects the top work items from the backlog for the refined product, details each one's requirements, and calculates the time required to complete each. The number of tasks the team may finish in a sprint time is limited.

Daily standup

The group gets to work on the assigned tasks. Depending on their priority, each team member selects tasks from the backlog. No team member may work on more than one job at a time to ensure that tasks are finished swiftly. The team meets daily to assess work in a brief standup meeting in order to measure progress and identify problems.

Work freeze, triage & stabilization

The project manager may implement a work freeze if the team is working with time-boxed sprints or the project is nearing completion. As a result, the team is unable to add new tasks to the backlog. The project manager then conducts a Triage to determine which project management items will be completed by the team during the current sprint time or project and which ones will be left incomplete. Work freeze and triage refer to the team's decision to cease expanding and stabilize the quantity of work being accomplished.


The sprint time is over when the team meets the deadline or finishes all the assigned tasks. The team wants to incrementally improve the final product during the sprint and then showcase it to the stakeholders at the release.


The retrospective is the last stage of the Scrumban process. Every release, the team meets to discuss their work procedures, evaluate what went well, and decide what has to be improved for the following cycle. This is an excellent time to introduce process modifications and commit to one or two tangible improvements for the upcoming sprint.

Scrumban implementation

Why Scrumban?

There are three main reasons for the use of Scrumban:

  1. Easier to adopt than Scrum. Scrumban's process is looser and more akin to Kanban's. Teams can learn and adapt to it more quickly as a result.
  2. Excellent for product development and R&D teams. The fast-paced procedure enables quick and relatively risk-free concept testing.
  3. Ongoing improvement. Thanks to Scrum, the team is guaranteed to create better improvements while advancing their workflow.

What is the difference between Scrum, Kanban, and Scrumban?

  • Scrum is the most difficult to implement, the strictest process out of the three options. It is made up of sprint time that clearly defines goals and deadlines, allows the project manager complete authority, and functions effectively for quick-moving, big, and complicated projects. The time limits can be surpassed as a result of holding too many meetings, which leads to unnecessarily time-consuming parts of an otherwise effective process. Additionally, unskilled teams sometimes generate more defects or improperly design the architecture.
  • Kanban is perhaps the most straightforward and adaptable technique. The process is focused on a Kanban, and the work is visualized. That keeps the process flexible while ensuring that everyone on the team is on the same page and exposing any workflow bottlenecks. When you need to share scores, Kanban is less useful. It makes team members' lives much more difficult when they wish to track the individual contributions of the team.
  • Scrumban utilizes the systemization provided by Scrum and the visualization provided by Kanban to combine the advantages of both methodologies. This occurs naturally and is easily adjustable without adding unnecessary complexity. Therefore, Scrumban is adaptable enough for production and succeeds in both big and small projects.


Have you ever attempted to do anything only to discover that your efforts were completely ineffective? We might become too focused on issues and fail to solve them. It requires lateral thinking and planning to determine the fundamental problem. By adopting an entirely new strategy, the agile techniques tried to address fundamental weaknesses in project management. At its heart, the Scrumban technique includes the best practices from both Scrum and Kanban. Scrabman has transformed project management. In the same way as, no-code transformed software development. The no-code platforms allow anyone with a creative mindset to develop software. The no-code platform AppMaster not just allows you to create web and mobile applications but also generates the source code, which you can take and not be bound to the platform.