Implementing deeper Kanban and the extra value it brings for organizations who make the investment. The Depth of Kanban Assessment Framework and how to use it.
Devlin 2013 Closing - Deep Kanban - Value all the way downDavid Anderson
Each of the 6 practices in the Kanban Method can be implemented with different degrees of rigor and depth. The deeper the implementation the more value that will be delivered for a creative or knowledge worker business
Key Note - London Lean Kanban Day - Deep Kanban - Worth the investment?David Anderson
Most Kanban implementations are internally focused and intended aid coordination, visibility, decision making and provide relief from over-burdening. These shallow implementations miss the opportunity to improve business agility and service delivery. The Depth of Kanban Assessment Framework helps managers assess the depth of a Kanban implementation and explains the value in deeper implementations that are externally focused and deliver real business benefits
Key Note - Agile China - Kanban An Alternative Path to AgilityDavid Anderson
This talk looks at the use of virtual kanban systems in software development and IT work and how the Kanban Method offers an alternative path to agility. Rather than adopting an Agile method such as Scrum, Kanban offers a "start with what you do now" approach to improvement. The concept is pragmatic and widely applicable in a large number of political and cultural settings
Key Note - Path to Agility 2013 - Kanban - the alternative path to agilityDavid Anderson
The Kanban Method represents the alternative path to agility. It is the "start with what you do now" approach that promotes evolutionary change to improve business agility rather than adopting a defined Agile method. This presentation explains the mechanics of virtual kanban systems and their implications. It defines the Kanban Method and explains how it creates an evolutionary capability in your organization
Opening 45 minute key note from Lean Kanban India summarizing 10 years of Kanban history and main innovations and advances during that time, plus a brief overview of Enterprise Services Planning as the future direction for the movement
TOCPA 2013 - Towards a Framework for Managing Knowledge WorkDavid Anderson
This presentation looks at aspects of Theory of Constraints that have worked for me in creative knowledge work activities such as software development. It also looks at others that haven't and features 6 suggestions for how this experience affects the body of knowledge of the Theory of Constraints
Devlin 2013 Closing - Deep Kanban - Value all the way downDavid Anderson
Each of the 6 practices in the Kanban Method can be implemented with different degrees of rigor and depth. The deeper the implementation the more value that will be delivered for a creative or knowledge worker business
Key Note - London Lean Kanban Day - Deep Kanban - Worth the investment?David Anderson
Most Kanban implementations are internally focused and intended aid coordination, visibility, decision making and provide relief from over-burdening. These shallow implementations miss the opportunity to improve business agility and service delivery. The Depth of Kanban Assessment Framework helps managers assess the depth of a Kanban implementation and explains the value in deeper implementations that are externally focused and deliver real business benefits
Key Note - Agile China - Kanban An Alternative Path to AgilityDavid Anderson
This talk looks at the use of virtual kanban systems in software development and IT work and how the Kanban Method offers an alternative path to agility. Rather than adopting an Agile method such as Scrum, Kanban offers a "start with what you do now" approach to improvement. The concept is pragmatic and widely applicable in a large number of political and cultural settings
Key Note - Path to Agility 2013 - Kanban - the alternative path to agilityDavid Anderson
The Kanban Method represents the alternative path to agility. It is the "start with what you do now" approach that promotes evolutionary change to improve business agility rather than adopting a defined Agile method. This presentation explains the mechanics of virtual kanban systems and their implications. It defines the Kanban Method and explains how it creates an evolutionary capability in your organization
Opening 45 minute key note from Lean Kanban India summarizing 10 years of Kanban history and main innovations and advances during that time, plus a brief overview of Enterprise Services Planning as the future direction for the movement
TOCPA 2013 - Towards a Framework for Managing Knowledge WorkDavid Anderson
This presentation looks at aspects of Theory of Constraints that have worked for me in creative knowledge work activities such as software development. It also looks at others that haven't and features 6 suggestions for how this experience affects the body of knowledge of the Theory of Constraints
This Limited WIP Society Munich talk look at emerging patterns of kanban boards and kanban systems at differing levels of organizational maturity. It presents a new simplified model for understanding maturity and how it relates to fragile, resilient, robust & antifragile organizations, and presents suggestions on how to catalyze evolutionary change using different mechanisms as maturity improves. For Kanban Coaches and Change Leaders.
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
Kanban implementations have become ubiquitous around the world. Many are very large scale with over 5000 people using the technique. However, enterprise are struggling to implement end-to-end pull systems. Why? This talk looks at how to achieve true Lean workflows with deferred commitment and just-in-time replenishment in professional services enterprises
Key Note - Lean Kanban North America 2013 - Beyond KanbanDavid Anderson
Getting beyond the use of kanban systems and the Kanban Method to truly improve business performance through improved risk management. This talk looks at both the qualitative and quantitative risk management techniques enabled by the Kanban. And defines a measure of kanban system liquidity that can be used as a leading indicator to monitor the effectiveness and reliability of probabilistic forecasts based on historical system performance
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
Key note from Lean Kanban Southern Europe in Madrid, April 2015. Defines Enterprise Services Planning as a service-oriented approach to improving professional services and evolving to a level of business performance that is "fit for purpose". Your business is an ecosystem of interdependent services which can be improved through the use of Kanban: Learn to see services; Kanban each service; Implement feedback loops to enable evolutionary change and continually improving service delivery.
David Anderson, Enterprise Service Planning – Масштабирование преимуществ KanbanScrumTrek
Планирование услуг предприятия (EnterpriseServicesPlanning или ESP) – это новая сфера менеджмента для бизнеса, предоставляющего профессиональные услуги. Ваш бизнес – это экосистема сложных взаимозависимых сервисов. В быстро движущемся, и быстро меняющемся XXI веке новая стратегия для выживания – это организация бизнеса, который постоянно подстраивается под цель, путём создания возможности в компании эволюционно меняться и адаптироваться. ESP обеспечивает эту новую стратегию с помощью эволюции вашей сети взаимосвязанных услуг и одновременно адаптации их под цель. Практики ESP помогут вам с вашими проблемами в управлении портфелями проектов: расписание и последовательность работ, прогнозирование дат поставки и ожидаемых результатов, утилизация ресурсов, управление зависимостями, понимание и управление рисками, уверенность в возможности быстро реагировать на новые обстоятельства и события
Scaling Frame Works are great guideline for Scaling Agile but teams and companies who are working Scrum and/or Kanban for sometime now can scale Agile Implementation following certain disciplines and structural approached and . This talk is to discuss one such implementation.
Kanban is a 2nd generation approach to Agile which enables practitioners to evolve their own unique processes. This was my key note address to the Scrum Gathering China, Hangzhou 2016
Kanban explained David Anderson LAS 2011-zurichWalter Schärer
Kanban is a technique that was elaborated in the manufacturing industry for years. But it also works nicely for knowledge work such as project development. Especially evolutionary change management in IT organizations lends itself perfectly to the Kanban field.
David J. Anderson speaking about Kanban at the LAS Conference 2011 in Zurich.
Read the summary on my blog at http://t.co/Mr7Be9T
OOP 2012 - Predictability & Meansurement with KanbanDavid Anderson
Metrics, measurement, probabilistic forecasting and setting expectations to enable predictable delivery with Kanban. Track session from OOP 2012 Munich
Key Note - Smidig 2013 - Scaling Kanban in the Enterprise - Kanban's 3 AgendasDavid Anderson
The Kanban Method comes with 3 explicit agendas: Sustainability; Service-orientation; and survivability. This presentation looks at how to achieve large scale Kanban implementations in your enterprise and how Kanban will enable sustainable pace, improved service delivery and survivability through evolutionary capability and an improved focused on fitness for purpose
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
Key Note - Devlin 2013 - No crystal ball gazing - The Pragmatism of The Kanba...David Anderson
The Kanban Method is based in the philosophy of pragmatism. Kanban encourages you to use facts and actual data to make decisions and plans. This approach improves risk management and business outcomes
Creating Robust, Resilient & Antifragile Organizations (using Kanban)David Anderson
Explains in plain language Nassim Nicholas Taleb's taxonomy of fragile, resilient, robust & antifragile organizations and explains how the Kanban Method can be used to create resiliency, robustness and evolutionary capability. Ultimately antifragility requires an ability to change identity
Cross-department Kanban Systems - 3 dimensions of scaling #llkd15Andy Carmichael
Describes Clearvision's journey of adopting Kanban, not just in the software development team but in Marketing and other departments. Uses 3 dimensions of scaling - Width (before and after); Height (different sizes, timescales, decision-making); Depth (interdependent services at the same level)
This Limited WIP Society Munich talk look at emerging patterns of kanban boards and kanban systems at differing levels of organizational maturity. It presents a new simplified model for understanding maturity and how it relates to fragile, resilient, robust & antifragile organizations, and presents suggestions on how to catalyze evolutionary change using different mechanisms as maturity improves. For Kanban Coaches and Change Leaders.
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
Kanban implementations have become ubiquitous around the world. Many are very large scale with over 5000 people using the technique. However, enterprise are struggling to implement end-to-end pull systems. Why? This talk looks at how to achieve true Lean workflows with deferred commitment and just-in-time replenishment in professional services enterprises
Key Note - Lean Kanban North America 2013 - Beyond KanbanDavid Anderson
Getting beyond the use of kanban systems and the Kanban Method to truly improve business performance through improved risk management. This talk looks at both the qualitative and quantitative risk management techniques enabled by the Kanban. And defines a measure of kanban system liquidity that can be used as a leading indicator to monitor the effectiveness and reliability of probabilistic forecasts based on historical system performance
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
Key note from Lean Kanban Southern Europe in Madrid, April 2015. Defines Enterprise Services Planning as a service-oriented approach to improving professional services and evolving to a level of business performance that is "fit for purpose". Your business is an ecosystem of interdependent services which can be improved through the use of Kanban: Learn to see services; Kanban each service; Implement feedback loops to enable evolutionary change and continually improving service delivery.
David Anderson, Enterprise Service Planning – Масштабирование преимуществ KanbanScrumTrek
Планирование услуг предприятия (EnterpriseServicesPlanning или ESP) – это новая сфера менеджмента для бизнеса, предоставляющего профессиональные услуги. Ваш бизнес – это экосистема сложных взаимозависимых сервисов. В быстро движущемся, и быстро меняющемся XXI веке новая стратегия для выживания – это организация бизнеса, который постоянно подстраивается под цель, путём создания возможности в компании эволюционно меняться и адаптироваться. ESP обеспечивает эту новую стратегию с помощью эволюции вашей сети взаимосвязанных услуг и одновременно адаптации их под цель. Практики ESP помогут вам с вашими проблемами в управлении портфелями проектов: расписание и последовательность работ, прогнозирование дат поставки и ожидаемых результатов, утилизация ресурсов, управление зависимостями, понимание и управление рисками, уверенность в возможности быстро реагировать на новые обстоятельства и события
Scaling Frame Works are great guideline for Scaling Agile but teams and companies who are working Scrum and/or Kanban for sometime now can scale Agile Implementation following certain disciplines and structural approached and . This talk is to discuss one such implementation.
Kanban is a 2nd generation approach to Agile which enables practitioners to evolve their own unique processes. This was my key note address to the Scrum Gathering China, Hangzhou 2016
Kanban explained David Anderson LAS 2011-zurichWalter Schärer
Kanban is a technique that was elaborated in the manufacturing industry for years. But it also works nicely for knowledge work such as project development. Especially evolutionary change management in IT organizations lends itself perfectly to the Kanban field.
David J. Anderson speaking about Kanban at the LAS Conference 2011 in Zurich.
Read the summary on my blog at http://t.co/Mr7Be9T
OOP 2012 - Predictability & Meansurement with KanbanDavid Anderson
Metrics, measurement, probabilistic forecasting and setting expectations to enable predictable delivery with Kanban. Track session from OOP 2012 Munich
Key Note - Smidig 2013 - Scaling Kanban in the Enterprise - Kanban's 3 AgendasDavid Anderson
The Kanban Method comes with 3 explicit agendas: Sustainability; Service-orientation; and survivability. This presentation looks at how to achieve large scale Kanban implementations in your enterprise and how Kanban will enable sustainable pace, improved service delivery and survivability through evolutionary capability and an improved focused on fitness for purpose
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
Key Note - Devlin 2013 - No crystal ball gazing - The Pragmatism of The Kanba...David Anderson
The Kanban Method is based in the philosophy of pragmatism. Kanban encourages you to use facts and actual data to make decisions and plans. This approach improves risk management and business outcomes
Creating Robust, Resilient & Antifragile Organizations (using Kanban)David Anderson
Explains in plain language Nassim Nicholas Taleb's taxonomy of fragile, resilient, robust & antifragile organizations and explains how the Kanban Method can be used to create resiliency, robustness and evolutionary capability. Ultimately antifragility requires an ability to change identity
Cross-department Kanban Systems - 3 dimensions of scaling #llkd15Andy Carmichael
Describes Clearvision's journey of adopting Kanban, not just in the software development team but in Marketing and other departments. Uses 3 dimensions of scaling - Width (before and after); Height (different sizes, timescales, decision-making); Depth (interdependent services at the same level)
A workshop presenting tools to define what is success for you Kanban system and how to get there using Continuous Improvements.
This material was first presented at the Lean Kanban North America conference 2016 in San Diego
You’ve had some success with your Kanban System: you’ve managed flow and quickly increased your capability. But now the energy goes down, your Kanban system – (r)evolutionary at first - becomes the new normal. How do you keep momentum? How do you keep succeeding in the long term?
Building on the insights gathered by starting and following more than 70 Kanban implementations, this talk presents a set of tools designed to discover the real purpose of your Kanban system. You will understand your quest, your origin story, your strengths and weaknesses. Having found your “Why”, you will be able to create a plan to lift your Kanban system from good-enough to great. You will have unity and alignment around a strong sense of purpose: the bases to make you Kanban system resilient!
Sudokuban is a Kanban in practice example activity that takes about 20-25 minutes to run. This is the slidepack that goes with the game to briefly introduce Kanban before the game and then give some more in depth information afterwards.
The benefit of a Sudoku based game is that it mimics the software development process more closely - ie requires in depth, concentrated effort, where pairing could hamper the concentration.
The sudoku game pack comprises of 12 sudoku puzzles, setup partly in progress in flow with low WIP limits. Quality issues are embedded into the pack to ensure that failure occurs immediately and WIP constraints get met to force the change in behaviour.
Expedites are added part way in (two closely together) to form behaviour around handling them.
Team will generally learn:
1) How to use WIP limits
2) How to swarm to remove blockers
3) How to handle expedites
4) To re-prioritise according to value
5) The value of someone still looking out for the team's flow
Conducted at Sydney's AgileTour 2013.
Implementing Kanban to Improve your WorkflowJennifer Davis
Tutorial from LOPSA East
System, network, and security senior engineers manage intricate relationships ensuring that everything from simple tasks to complex projects gets completed in a timely manner. In this workshop, we will talk about using agile processes to identify, visualize, and improve work.
Outline:
Overview of the kanban process. What is kanban?
Identify common problems.
Define common terminology explicitly.
Work through common problems as a group using kanban.
Identify metrics for improvement.
Review, next steps, additional resources.
At the end of this tutorial, attendees will have a solid understanding of kanban and agile processes to take back to their environments.
Colors in Projects 2013 Bucharest - Kanban Briefly ExplainedDavid Anderson
The use of virtual kanban systems in creative knowledge work and the wider Kanban Method for successful evolutionary change in your technology business - briefly explained! From the Colors in Projects conference in Bucharest, Romania, March 2013
The history of Kanban applied in IT, knowledge work & creative services, telling the time line of innovations and adoption. Conclusions on what we've learned and a vision for the future direction enabling Enterprise Services Planning
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
My latest key note providing an overview of the Enterprise Services Planning (ESP) vision, together with the first public release of the 2nd edition of the Kanban Method (Kanban 2.0). The power in ESP is in its simplicity! Lean Kanban - power in simplicity! Lean Kanban - the alternative path to agility!
Lean IT provides transparency.
Avoids the old games between development and business.
Shows how business and development processes do not have to be poles apart.
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
Understanding "fitness for purpose". A new way to look at market segmentation based on identity. Defining fitness criteria metrics. Sense and respond. Using Kanban Systems to increase service delivery agility. Using the Kanban Method to catalyze and evolve your business to be "fitter for purpose". Making sense of a complex market using clustering of narratives from front-line staff. Remaining resilient through frequent "fitness" reviews
PSVillage Key Performance Indicators for Professional Services GroupsChangepoint
Joe Longo, VP Consulting, MetricStream
Chad Wolf, SVP Global Services, KANA Software
Rick Moreau, Director Field Enablement, Changepoint
The webcast panel discusses:
- The Need for KPIs
- Paradigm Shift: Impact of SaaS on PS Orgs
- PS Challenges in Adapting to SaaS
- The Shifting Metrics Landscape
- PSVillage Benchmark: Real-world Metrics
- Benchmark Results
- Future Directions
The Deming Cycle or The Plan-Do-Check-Act (PDCA) model is a proven framework for implementing continuous quality improvement. It originated in the 1920s with Walter A. Shewhart. These four steps provide the framework for continuous improvement. The PDCA cycle basically starts with a plan and ends with an action in accordance with the information learned during the process. In later years Dr. Deming actually changed the Check portion to the term Study to highlight the creation and validation of new knowledge during that portion of the cycle. There is a Slideshare presentation using this slideck.
Automate the analysis of your existing SAP system :
1. Landscape Assessment
2. Business Process Assessment
3. Custom Object Assessment
4. Business Transformation Assessment
5. Timeline Assessment
Understand how you can assess and plan the S/4 HANA centric digital transformation.
Engaging Agile Teams for Data Governance ProfessionalsJoe McFadden
Confused about how to ensure data management activities get accomplished as you organizations transitions from a traditional software development and management methodologies to agile ones? This presentation explains the key differences in integration points between traditional and agile processes, provides tactical approaches to inserting data governance work into the agile flow. It provides an overview of agile organizational structures, enabling you to ensure they account for data governance roles performed in your organization.
3 Key Takeaways
1. An understanding of how traditional checkpoints or gateways leveraged by the data governance community map to new agile processes and workflows
2. How and when to engage agile teams
3. How to ensure your data governance staff and activities are accounted for in agile organizations
We explain the history of our agile organization with a focus on the latest round of evolution of our Product and Engineering organization, moving from business-oriented feature teams to mission teams.
Just say #no____ the altenative path to enterprise agilityDavid Anderson
The Kanban Method & Enterprise Services Planning have, for a decade, offered an alternative to Agile methodologies for improving business agility across professional services organizations employing thousands of knowledge workers. This key note highlights why Kanban is the least disruptive approach to agility but the most radical alternative to Agile
Creating Resilient, Robust, & Antifragile OrganizationsDavid Anderson
What makes organizations fragile? What makes them resilient and able to bounce back from failure? How can they be robust to avoid major failures? However, what really differentiates business that are "built to last" is that they can mutate & evolve in response to change technology, market, economic and political conditions. What actions can leaders take to create resilient, robust & antifragile businesses and how can the Kanban Method help with that?
Tribal behavior in the workplace is core to the human condition. This talk explains how an understanding of sociology and social psychology has been used to develop the community for the Kanban Method, embedded into the Kanban Method to leverage human behavior in the workplace and how you can design kanban systems to encourage positive social behavior in the workplace
Closing key note from Lean Kanban India. Understanding the appropriate application of kanban systems, appropriate use of Enterprise Services Planning, and appropriate application of the Kanban Method for Evolutionary Change. Mapping to Cynefin complexity framework
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
Enterprise Services Planning - Effective Middle ManagementDavid Anderson
This may be the first time, I really explained Enterprise Services Planning (ESP) effectively. Many people in the audience seemed to understand for the first time.
An understanding of sociology and social psychology has been present in the design of the Kanban Method - an evolutionary approach to improving service delivery in professional services, knowledge work and creative industries. This talk shows how to use Kanban for social engineering, the aspects of social psychology and sociology built into the design of the method, and how this knowledge was used to develop and grow the movement and community globally over the last 8 years. Lean Kanban Benelux 2015
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
An understanding of sociology and social psychology was the differentiator for Agile software development methods. This talk looks at how Kanban can be used for social engineering to improve innovation and trust, and how an understanding of sociology was used to design the Kanban Method and shape the community that advocates it.
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
ESP - the right thing, at the right time, the right way, with appropriate risk exposure!
Your business is an ecosystem of interdependent services which can be improved. Learn to see services. Kanban each service with STATIK. Imrpove using the Kanban Cadences.
Enterprise Services Planning: Defining Key Performance IndicatorsDavid Anderson
Defining KPIs for use in Enterprise Services Planning and with Kanban systems. Understanding the difference between KPIs, Improvement Guides, and General Health Indicators. Understanding how KPIs drive behavior such as establishing multiple classes of service. Relating KPIs to evolutionary change. KPIs are Fitness Criteria Metrics with defined threashold values
"Fitness for Purpose" - Resilience & Agility in Modern BusinessDavid Anderson
High technology businesses tend to focus on and reward innovation but to be “fit for purpose” in the eyes of customers, product and service innovation must be coupled with acceptable service delivery. Business resilience relies on a constant ability to sense shifts in customer demands and expectations, and to respond with new products, service and levels of service delivery. Evolutionary biology provides us with a model for adapting to changing conditions and evaluating fitness. This talk will look at how the Kanban Method enables evolutionary adaptability and how to define fitness criteria metrics to drive effective business performance.
Fitness for purpose, aligning capability to customer expectations. How evolutionary processes reveal that the fitness for purpose of a business has both a product/service component and a service delivery component. Kanban systems have been shown to help improve service delivery. This presentation shows how to derive and use the correct metrics to guide process improvements and steer service delivery methods to be fitter for purpose
Making Better Decisions - Understanding Fitness for Purpose, Aligning Capabil...David Anderson
This is an update to my Modern Management Methods 2014 talk in San Francisco. It includes an example kanban system based on lead time distribution and demand analysis.
Making Better Decisions - understanding "fitness for purpose", matching strat...David Anderson
Modern Management Methods 2014 Key Note - Fitness for purpose has a product component and a service delivery component. Understanding service delivery capability helps you make better decisions about how and what to improve. Lean Kanban North America, San Francisco 2014
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
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➢ WOW K-Music Festival 2023
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➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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Digital Transformation and IT Strategy Toolkit and Templates
Agile China - Deep Kanban - Worth The Investment?
1. Deep Kanban
worth the investment?
Assessing the
increasing
sophistication of
your Kanban
implementation
Agile China
Beijing, August 2013
dja@djaa.com, @djaa_dja
3. The Kanban Method for Creating an
Adaptive Capability in your Organization
The Generalized Version
Visualize
Limit Work-in-progress
Manage Flow
Make Policies Explicit
Implement Feedback Loops
Improve Collaboratively, Evolve
Experimentally
(using models & the scientific method)
dja@djaa.com, @djaa_dja
5. Are we doing Kanban or not?
It isn’t a question of evaluating practice
usage but rather a question of intent?
Do you intend to use visualization & virtual
kanban systems as a core driver of a culture
of continuous improvement?
Do you view your organization as a network of
service-oriented workflows and seek to
improve the balance of capability against
demand?
dja@djaa.com, @djaa_dja
6. If the intent is there, then the question
should be….
How Deep is your Kanban?
Depth
Shallow
Visualize
Limit Work-in-progress
Manage Flow
Make Policies Explicit
Implement Feedback Loops
Improve Collaboratively, Evolve
Experimentally
Deep
(using models & the scientific method)
dja@djaa.com, @djaa_dja
7. In reality it isn’t so easy, practice adoption isn’t
linear nor does it follow a predictable sequence
Improvements
No Implied
sequence
Visualize
Limit WIP
Feedback Loops
Shallow
Deep
Explicit Policies
dja@djaa.com, @djaa_dja
Manage Flow
8. In reality it isn’t so easy, practice adoption isn’t
linear nor does it follow a predictable sequence
Improvements
Visualize
Larger implies
Deeper
Limit WIP
Feedback Loops
Explicit Policies
dja@djaa.com, @djaa_dja
Manage Flow
9. This raises the question, how do we put
a scale on the six axes?
dja@djaa.com, @djaa_dja
10. Visualize
Work
Different Work Item Types
Workflow
Kanban Limits
Ready for pull ("done")
Blocking issues (special cause variations)
Capacity Allocation
Metrics-related aspects such as - lead
time, local cycle time, SLA target
• Inter-work item dependency (incl
hierarchical, parent-child dependency)
• Inter-workflow dependency
• Other risk dimensions - cost of delay (function
shape & order of magnitude), technical
risk, market risk
•
•
•
•
•
•
•
•
dja@djaa.com, @djaa_dja
11. Limit WIP
• Deferred commitment & dynamic staff assignment (no WIP
limits) aka “last responsible moment”
• Proto-kanban
•
•
•
personal kanban
WIP limit per person
workflow with infinite limits on "done" queues
• Single workflow full pull system with WIP limits
• Multiple interdependent workflows with pull system
dja@djaa.com, @djaa_dja
13. Manage Flow
•
•
•
•
•
•
•
Daily meetings
Cumulative Flow Diagrams
Delivery rate (velocity/throughput) control chart
SLA or lead time target
Flexible staff allocation or swarming behavior
Deferred pull decisions, or dynamic prioritization
Metrics for assessing flow such as number of days
blocked, lead time efficiency
dja@djaa.com, @djaa_dja
14. Make Policies Explicit
• Workflow/Kanban System policies
explicit
• Pull criteria (definition of done, exit
criteria)
• Capacity allocation
• Queue replenishment
• Classes of service
• Staff allocation / work assignments
• Explicit over-ride and modify authority
• More?...
dja@djaa.com, @djaa_dja
15. Feedback Loops
The Kanban Kata
Operations
Review
Improvement
Kata
Standup
Meeting
dja@djaa.com, @djaa_dja
17. Improvement Kata
A mentor-mentee relationship
Usually (but not always) between a superior and a sub-ordinate
A focused discussion about system capability
Definition of target conditions
Discussion of counter-measures – actions taken to improve
capability
dja@djaa.com, @djaa_dja
18. Operations Review
Meet monthly
Disciplined review of
demand and capability
for each kanban system
Provides system of
systems view and
understanding
Kaizen events suggested
by attendees
dja@djaa.com, @djaa_dja
19. Improve collaboratively, evolve
experimentally (using models & scientific method)
• Evidence of local process evolution - changes to
workflow, policies, WIP limits
• Evidence of increasing depth of Kanban implementation on
other 5 practices
• Evidence that process evolution was model-driven - use
of metrics, identification of
bottlenecks, common/special cause
variation, transaction/coordination costs, other models
not specified in current literature
• Evidence of process or management policy evolution as a
result of mentor-mentee relationship
• Evidence of inter-workflow process or management
policy evolution as a result of operations review
dja@djaa.com, @djaa_dja
21. We can now map known Kanban case studies onto this
framework for assessment
Corbis from 2007
dja@djaa.com, @djaa_dja
22. Corbis IT department circa October 2007
Improvements
Visualize
10+
Very deep
implementation
Ops review
coached
Model-driven
Impl deepening
Observed evo
Feedback Loops
(Kata)Ops review
1
LRM
improv
team
kanban
proto
1
1
multi
Limit
WIP
7
5+
Explicit Policies
dja@djaa.com, @djaa_dja
Manage Flow
24. XIT Microsoft 2005
Improvements
Visualize
10+
Much
shallower early
implementation
Ops review
coached
Model-driven
Impl deepening
Observed evo
Feedback Loops
(Kata)Ops review
1
LRM
improv
team
kanban
proto
1
1
multi
Limit
WIP
7
5+
Explicit Policies
dja@djaa.com, @djaa_dja
Manage Flow
25. A Typical Proto-Kanban Implementation
Very shallow
Improvements
Visualize
10+
Ops review
coached
Shallower than
original (2005)
implementation
Model-driven
Impl deepening
Observed evo
Feedback Loops
(Kata)Ops review
1
LRM
improv
team
kanban
proto
1
1
multi
Limit
WIP
7
5+
Explicit Policies
dja@djaa.com, @djaa_dja
Manage Flow
26. A More Explicit Definition of
the Kanban Method
Specific Practices for Adaptive
Capability
Visualize work, workflow & business
risks
(using large physical or electronic boards in communal
spaces)
Implement Virtual Kanban Systems
Manage Flow
Make Policies Explicit
(based on models of workflow from
Implement the Kanban Kata bodies of knowledge
such as Theory of Constraints, W.E. Deming’s Profound
Educate your Lean/Toyota Way, & Risk Management such as
Knowledge, workforce to enable
Option Theory)
collaborative evolution of policies & ways of
working
dja@djaa.com, @djaa_dja
31. Scaling Kanban
Each Kanban System is designed from
first principles around a service
provided
Scale out in a service-oriented fashion
Do not attempt to design a grand
solution at enterprise scale
The Kanban Kata are essential!
Allow a better system of systems to
emerge over time
dja@djaa.com, @djaa_dja
33. Practitioners in smaller organizations have tended
to adopt a relative assessment model
Improvements
Visualize
Outer edge
defines
specific local
goals
Limit WIP
Feedback Loops
Activity Not present
Where we would
like to be
Explicit Policies
dja@djaa.com, @djaa_dja
Manage Flow
34. Relative model usage
Pioneered by Pawel Brodzinski
The relative model is used with the
Improvement Kata to help drive a specific
local improvement under supervision of a
coach
Avoids concerns of a “CMMI levels” style
model for Kanban and pursuit of practice
adoption for the sake of it
IMO, requires an expert coach with deep
knowledge of Kanban (and other concepts) to
drive it.
dja@djaa.com, @djaa_dja
36. Absolute model adoption
The absolute model is gaining traction with
larger organization such as space & defense
and public sector in USA, Canada and Sweden.
Provides a clear framework to guide deep
Kanban adoption. Allows wider audience to
understand why their coach is steering them in
a direction.
Helps management to adopt appropriate
expectations of outcomes based on appraised
depth
dja@djaa.com, @djaa_dja
41. A Typical Proto-Kanban Implementation
Very shallow
Benefits Visualize
Improvements
10+
Transparency
Model-driven
Engage people
Impl deepening
emotionally
Observed evo
Collaboration
1
LRM
Greater empathykanbanmulti
team
proto
improv
Reduced 1 1
multitasking
Ops review
coached
Feedback Loops
(Kata) Ops review
Limit
WIP
7
Explicit Policies
dja@djaa.com, @djaa_dja
5+
Manage Flow
42. XIT Microsoft 2005
A little Deeper
Benefits
Improvements
Visualize
10+
Predictability
Model-driven
Shorter Lead Times
Impl deepening
Increased Throughput
Observed evo
1
Improved trust with
Feedback Loops
LRM
business stakeholderskanbanmulti
team
proto
(Kata) Ops review improv
1
Eliminated Disruptions
1
Measurable Benefits
Ops review
coached
Limit
WIP
7
Explicit Policies
dja@djaa.com, @djaa_dja
5+
Manage Flow
43. Corbis IT department circa October 2007
Very deep
Benefits
Improvements
Cultural shift
Ops review
Visualize
10+
Business unit wide
implementation
coached
(across whole business)
Model-driven
Managers Managing
Impl deepening
Empowerment
Observed evo
1
Autonomy
Feedback Loops
LRM
team
proto
(Kata) Ops review improvContinuous
1
1
Improvement
Viral Spread
kanban
multi
Limit
WIP
7
Explicit Policies
dja@djaa.com, @djaa_dja
5+
Manage Flow
45. About
David Anderson is a thought
leader in managing effective
software teams. He leads a
training, consulting, publishing
and event planning business
dedicated to developing,
promoting and implementing
sustainable evolutionary
approaches for management of
knowledge workers.
He has 30 years experience in the high technology industry
starting with computer games in the early 1980’s. He has led
software teams delivering superior productivity and
quality using innovative agile methods at large companies
such as Sprint and Motorola.
David is the pioneer of the Kanban Method an agile and
evolutionary approach to change. His latest
book, published in June 2012, is, Lessons in Agile Management
– On the Road to Kanban.
David is a founder of the Lean Kanban Inc., a business
dedicated to assuring quality of training in Lean and Kanban
for knowledge workers throughout the world.
dja@djaa.com, @djaa_dja
46. Acknowledgements
Hakan Forss of Avega Group in Stockholm has been instrumental in
defining the Kanban Kata and evangelizing its importance as part of a
Kaizen culture. He also challenged the incremental sequence of
practice adoption and catalyzed the discussion that led directly to
adoption of the multi-dimensional depth of Kanban assessment
framework.
Pawel Brodzinski has led the healthy debate on relative versus
absolute assessment.
dja@djaa.com, @djaa_dja
49. Can you draw this chart for your team
or organization?
dja@djaa.com, @djaa_dja
50. Use this template…
Improvements
What shape is
your Kanban
implementation?
Visualize
10+
Ops review
coached
Model-driven
Impl deepening
Observed evo
Feedback Loops
(Kata) Ops review
1
LRM
improv
team
kanban
proto
1
1
multi
Limit
WIP
7
Explicit Policies
dja@djaa.com, @djaa_dja
5+
Manage Flow