"Whats New in Kanban: The State of Kanbanland", Silicon Valley Agile Leadership Network, March 2014
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"Whats New in Kanban: The State of Kanbanland", Silicon Valley Agile Leadership Network, March 2014

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Silicon Valley Agile Leadership Network presents Janice Linden-Reed of David J Anderson & Associates/ Lean Kanban University to speak on the current thoughts and ideas on Kanban. Presented on March ...

Silicon Valley Agile Leadership Network presents Janice Linden-Reed of David J Anderson & Associates/ Lean Kanban University to speak on the current thoughts and ideas on Kanban. Presented on March 2014

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    "Whats New in Kanban: The State of Kanbanland", Silicon Valley Agile Leadership Network, March 2014 "Whats New in Kanban: The State of Kanbanland", Silicon Valley Agile Leadership Network, March 2014 Presentation Transcript

    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Presenter Janice Linden-Reed VP, David J Anderson and Associates Inc. Silicon Valley ALN Mountain View, CA March 2014 What’s New with Kanban? The State of KanbanLand
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Hello! @JLINDENREED JANICE@LEANKANBAN.COM • Janice Linden-Reed Seattle, WA
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. • Management Consulting • Private and Public LKU Certified Kanban Training • Including: • Kanban Coaching Professional Masterclass • LKU Train the Trainer www.DJAA.com
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. • Spanish • Portuguese • German • French • Chinese • Japanese • Bulgarian • Polish
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Limited WIP Society 1000+ members LimitedWipSociety.org
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Moving the conversation away from process improvement and towards management and decision frameworks conf.leankanban.com edu.leankanban.com leankanban.com
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. • Curriculum based on the Kanban Method • Classes • Introductory (1 day) • Foundations (2 day: Getting Started) • Advanced Practitioner (2 day: Practicing Kanban at Scale) • Kanban Coaching Professional Masterclass (3-5 day) • LKU Train the Trainer (5 day) Edu.LeanKanban.com
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. LKU Accredited Kanban Trainers
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. WHAT IS KANBAN? KANBAN MYTHS
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Myths • Frank Vega, KCP Denver, CO
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban is not • …a board on the wall • … “no iterations” • … “no estimation” • …only for Ops teams • …only for software/IT • …a methodology
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban is not a methodology! • SCRUM vs KANBAN? (Scrumban?) • XP vs KANBAN? (Xanpan?) • WATERFALL vs KANBAN? • “vs”, “instead of”, “replace”, “choose” KANBANIZE it!
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. WHAT IS KANBAN? THE KANBAN METHOD
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. • Principles • Start with what you do now • Agree to pursue evolutionary change • Initially keep job titles and roles the same • Encourage acts of leadership at all levels David J Anderson The Kanban Method
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Power in Simplicity • Practices • Visualize • Limit WIP • Manage Flow • Make Process Policies Explicit • Implement Feedback Loops • Improve collaboratively and evolve experimentally using models and the scientific method The Kanban Method
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. WHY USE KANBAN? KANBAN VALUES
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Values • Mike Burrows, AKT • Matlock Bath, UK
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Values
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Values
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Values
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. ARE YOU REALLY DOING KANBAN? DEPTH OF KANBAN
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Depth of Kanban 1. Visualize 2. Limit Work-in-Progress 3. Manage Flow 4. Make Process Policies Explicit 5. Improve Collaboratively (using models & scientific method) Depth Shallow Deep
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. But wait…
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Depth of Kanban
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Depth of Kanban
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Depth of Kanban
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Depth of Kanban • Bernadette Dario, KCP Toronto, Canada
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Depth of Kanban
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. THE CULTURE OF KANBAN EVOLUTIONARY CHANGE
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban for Evolutionary Change • Kanban is the humane, start with what you do now approach to change. • “The Kanban Method is an evolutionary approach to building learning organizations.” – Mike Burrows
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban for Evolutionary Change • “Kanban delivers evolutionary change, by the workers, for the benefit of the whole system.” • “Kanban is about installing an adaptive capability in your organization, about taking a management led approach to cultural change. Every knowledge worker is a manager.” – David J Anderson
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. FEEDBACK LOOPS AND EVOLUTIONARY CHANGE KANBAN KATA
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. • Håkan Forss, AKT Stockholm, Sweden
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Kata
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Kata
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Kata
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Kata
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Kata
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Kata
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Kata
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. WHY AND HOW TO USE KANBAN? KANBAN AGENDAS
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Agendas • Kanban does have its biases. • As Kanban coaches we should be more willing to embrace those biases and be more transparent about them. • Mike Burrows, AKT Matlock Bath, UK
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Agendas 1) Sustainability • Kanban adoption at the level of individuals and teams, often motivated by the need for relief from unsustainable practices and workloads. • Achieving balance of demand and capability. Limiting work in progress • Interest: Individual contributors TRANSPARENCY BALANCECOLLABORATION
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Agendas 2) Service Orientation • Improve service delivery by taking variability out of the process and improving predictability and lead times. • Customers value delivery time, quality, predictability and safety. Is your organization fit for purpose? • Interest: middle managers FLOW LEADERSHIPCUSTOMER FOCUS
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Agendas 3) Survivability • The Kanban Method's feedback loops and model-driven improvement provide an adaptive capability. Hence, together the adaptive capability and the fitness evaluation give a business the capability to survive and thrive even in the presence of a rapidly changing external environment. • Evolutionary approach; successful change management • Interest: executives AGREEMENT RESPECTUNDERSTANDING
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. KANBAN IN CONTEXT KANBAN FLIGHT LEVELS
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Flight Levels • Klaus Leopold, AKT Vienna, Austria “Before you start with Kanban it is important to decide where you want to embed it in the overall organizational context. Introducing Kanban on each flight level requires different change management skills. “
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Flight Levels • Organizational unit, uncoordinated input
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Flight Levels • Organizational unit, coordinated input
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Flight Levels • Value stream: Providing a service in a coordinated way
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Flight Levels • “The performance of a system is not the sum of its parts but the product of its interactions” – Russell Ackoff
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Flight Levels • Portfolio
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. WHY USE KANBAN? BALANCE DEMAND & CAPABILITY
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Economically balance capability against demand Goals for using Kanban
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Available options
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Risk Management is an Enabling Capability…
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Most process geeks & IT managers are operating over here
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban is encouraging collaborative conversations with other stakeholders to open up options for improvement over here
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Example: Shape the Demand
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Case Study: an HR team • Vacation request • Payroll Management • New employee setup (computer/accounts) • Recruitment/Interviews • Performance reviews • Employee training • Benefits administration • Which is seasonal? • What is the cadence? • What is the delivery expectation? • What policies can you set up? • How can you group the work?
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Case Study: an HR team • Vacation request • Payroll Management • New employee setup (computer/accounts) • Recruitment/Interviews • Performance reviews • Employee training • Benefits administration FIXED DATE STANDARD INTANGIBLE EXPEDITE
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Cost of Delay What happens if you DON’T do the work? Informs: …Class of Service… …Allocation… …Policy…
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. The psychology of a probabilistic approach can be challenging… ChangeRequests 85% at 60 days Mean 50 days 98% at 150 days I don’t want to take the risk of being longer than 60 days. I need a precise estimate of when it will be delivered!
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Classes of Service Help Improve Trust Done F E I Engin- eering Ready Deploy- ment Ready G D GY PB MN 2 ∞ P1 AB Ongoing Development Testing Done Verification Acceptance 3 3 Expedite 1 3 Fixed Date Standard Intangible 2 1 DE
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. IMPROVING DELIVERY CAPABILITY: FLOW EFFICIENCY
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Available options
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Test Ready Flow Efficiency F E I G D GY PB DE MN P1 AB Customer Lead Time Waiting Waiting WaitingWorking Ideas Dev Ready 5 Ongoing Development Testing Done 3 35 UAT Release Ready ∞ ∞ Working WaitingWorking
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Test Ready Flow Efficiency F E I G D GY PB DE MN P1 AB Customer Lead Time Waiting Waiting WaitingWorking * Zsolt Fabok, Lean Agile Scotland, Sep 2012, Lean Kanban France, Oct 2012 ** Hakan Forss, Lean Kanban France, Oct 2013 Ideas Dev Ready 5 Ongoing Development Testing Done 3 35 UAT Release Ready ∞ ∞ Flow efficiency measures the percentage of total lead time is spent actually adding value (or knowledge) versus waiting Flow efficiency % = Work Time x 100% Lead Time Flow efficiencies of 1-5% are commonly reported. *, ** > 40% is good! Multitasking means time spent in working columns is often waiting time Working WaitingWorking
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Available options Capacity Allocation Policies WIP Limits, Flow, Flow Efficiency, Focus on sources of delay
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. SHAPE THE DEMAND PORTFOLIO KANBAN
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Portfolio Kanban “If the wrong decisions are made on a portfolio level, efficiency on a team level doesn’t really help. What’s more, it can even be harmful because we just produce waste more efficiently. “ • Pawel Brodzinski, KCP Krakow, Poland
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Portfolio Kanban
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. A Proposed Projects B D E F K H G Projects-in-progress Horizontal position shows percentage complete Complete 0% Complete 100% C Simple Portfolio Kanban J I M N O L Tickets represent Projects, MVPs or MMFs
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. A Cash Cows 10% budget Growth Markets 60% budget Innovative/New 30% budget Allocation of personnel Total = 100% B D E F K H G Projects-in-progress Horizontal position shows percentage complete Complete 0% Complete 100% C Color may indicate cost of delay (or other risk) Hedging Risk in a Portfolio Kanban Size of ticket indicates budget
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. KANBAN AT SCALE
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban at Scale AMDOCS - Israel WSIB - Canada PINGAN - China PETROBRAS – Brazil SANDVIK IT - Sweden SIEMANS Health Svcs - USA
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Treat each service separately Demand Observed Capability Demand Demand Observed Capability Observed Capability
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Some systems have dependencies on others Demand Observed Capability Demand Demand Observed Capability Observed Capability
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Some systems have dependencies on others Demand Observed Capability Demand Demand Observed Capability Observed Capability Looking downstream, you want the system to help you anticipate and manage dependencies Looking upstream, you want the system to help you anticipate and manage demand Combine the two, and across the organization you smooth flow end-to-end and help keep demand in balance with overall system capability
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban at Scale • Christophe Achouiantz, KCP • Borlange, Sweden Introducing Kanban to 50+ teams at Sandvik IT
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban at Scale • Christophe Achouiantz, KCP • Borlange, Sweden
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban at Scale
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. COMPATIBLE MANAGEMENT METHODS
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Probabilistic Forecasting
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Beyond Budgeting Measure success against competition, targeting external benchmarks, not against internal budget Delegate responsibility to operational managers with means to act independently Customer-oriented teams are responsible for satisfied and profitable customers
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Real Options Options have value. Options expire. Never commit early unless you know why.
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Making Better Decisions in the Face of Complexity & Uncertainty S A N F R A N C I S C O May 5-8, 2014 LKNA.LeanKanban.com#lkna14 @LeanKanbanNA Kanban Lean Startup Beyond Budgeting Managing Risk Lean Applied Evolving Product Management
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Lean Kanban North America 2014 May 5-8 4 KEYNOTES 6 TRACKS 24 INTERACTIVE WORKSHOPS BRICKELL KEY AWARDS ASK A KCP GAMES LOUNGE Kanban Beyond Budgeting Lean Startup Lean Applied Managing Risk Evolving Product Management Plus: Real Options Kanban and CMMI Innovation Accounting…
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Making Better Decisions in the Face of Complexity & Uncertainty S A N F R A N C I S C O May 5-8, 2014 LKNA.LeanKanban.com#lkna14 @LeanKanbanNA Kanban Lean Startup Beyond Budgeting Managing Risk Lean Applied Evolving Product Management
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Resources • Kanban Myths • http://www.vissinc.com/2013/11/12/kanban-method-myths-and- misconceptions/ • Depth of Kanban • http://www.djaa.com/sites/ltdwip/DepthOfKanban.pdf • Kanban Values • http://positiveincline.com/index.php/2013/01/introducing-kanban-through-its- values/ • Kanban Agendas • http://www.infoq.com/author/Mike-Burrows • Kanban Kata • https://vimeo.com/53406169 • Kanban Flight Levels • http://www.klausleopold.com/2013/07/kanban-and-its-flight-levels.html • Portfolio Kanban • http://brodzinski.com/2013/03/portfolio-kanban-why-should-i-care.html • Flow Efficiency • http://djaa.com/who-your-vice-president-delay
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Resources • Lean Kanban North America 2014 • http://lkna.leankanban.com • Lean Kanban Conference Series • http://conf.leankanban.com/calendar • Kanban Community • http://limitedwipsociety.ning.com/ • Certified Kanban Training Courses • http://edu.leankanban.com • Kanban: Successful Evolutionary Change for your Technology Business • http://www.djaa.com • Kanban Kickstart Field Guide • http://leanagileprojects.blogspot.com/2013/04/the-kanban-kick-start-field-guide- now.html
    • janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Resources • Kanban Case Studies • http://www.leankanban.com/case-studies • http://www.infoq.com/articles/kanban-siemens-health-services • http://www.infoq.com/articles/kanban-Sandvik-IT-1 • http://www.infoq.com/news/2013/12/flow-thinking-Ericsson • http://www.infoq.com/news/2013/12/applying-kanban-SAP • Kanban Reports • Using Kanban to Manage Big Data Development • https://www.gartner.com/doc/2116015/use-kanban-manage-big-data • Lean Software Management at BBC Worldwide • http://ieeexplore.ieee.org/xpl/login.jsp?tp=&arnumber=5741001