Uploaded byChris McDermott
Evolutionary change with Kanban
This document discusses how Kanban can be used to facilitate evolutionary organizational change. It describes Kanban as a change management system that uses visual boards and limits on work-in-progress to provoke incremental, continuous improvement. The document provides examples of how visualizing workflow and restricting work-in-progress can help align teams and processes, overcome resistance to change, and establish a culture of continuous learning.
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Evolutionary change with Kanban
- 1. Evolutionary change with Kanban Chris McDermott @chrisvmcd chris.v.mcdermott@gmail.com
- 2. higher quality improvedlead times increased predictability what change? high trust culture culture of agility continuous improvement
- 5. Daily Stand Up Sprint Planning Showcase Retrospective
- 6. Sprint Daily Stand Up Spikes Sprint Planning Showcase Retrospective
- 7. Sprint Daily Stand Up Spikes Sprint Planning Showcase Retrospective Product Backlog Sprint Backlog Burn Down
- 8. Sprint Daily Stand Up Spikes Sprint Planning Showcase Retrospective Scrum Team Product Backlog Scrum Master Sprint Backlog Product Owner Burn Down User
- 11. Planning game Release planning Iterations Small releases
- 12. Planning game Release planning Iterations Small releases Common code ownership Test driven development Refactoring Emergent design Pair programming Continuous integration
- 13. Planning game Release planning Iterations Small releases Common code ownership Test driven development Refactoring Emergent design Pair programming Continuous integration Code as documentation Generalists On site customer Sustainable pace
- 14. Planning game Stand up meetings Release planning Retrospectives Iterations Small releases Common code ownership Test driven development Refactoring Emergent design Pair programming Continuous integration Code as documentation Generalists On site customer Sustainable pace
- 15. so why don’twe just do that?
- 18.
- 19.
- 20. Iterations Release planning Stand up meetings Project Managers Sustainable pace Pair programming
- 21. Generalists On site customer Business Analysts Documentation light
- 22. Test driven development Sustainable pace Continuous Common code integration ownership Emergent design Developers Refactoring Pair programming On site customer Generalists
- 23. Automated testing Sustainable pace QA Generalists Documentation light
- 24.
- 25. desired 1 2 3 4 5 Capability current Time
- 26. desired 1 2 3 4 5 Capability current organisational threshold Time
- 27. what is Kanbanand how can it help? stop starting, start finishing
- 28.
- 29. kanban system • WIP(Work In Progress) limited pull system.
- 42. } Buffer
- 43. } Buffer
- 44. } Buffer
- 45. } Buffer
- 46. } Buffer
- 47. } Buffer
- 48. } Buffer } Buffer
- 49. } Buffer } Buffer
- 50. } Buffer } Buffer
- 51. Kanban Method • Achange management system that uses kanban systems to provoke change • Catalyst for evolutionary change • Can help to create an culture of continuous improvement
- 53. Microsoft XIT Worst to Best in 9 months http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
- 54.
- 56. Principles • Start withwhat you do now • Agree to pursue incremental, evolutionary change • Initially, respect the current process, roles, responsibilities & job titles • Encourage leadership at all levels
- 57.
- 58. Demand Analysis Development Test Released
- 59. Demand Analysis Development Test Released In
- 60. Progress Done In
- 61. Progress Done In
- 62. Progress Done
- 63. Demand Analysis Development Test Released 214*** In
- 64. Progress Done In
- 65. Progress Done In
- 66. Progress Done Task 214*** Task description description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task Task Task description description Task description description description **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task Task Task description description Task description description description **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task Task Task description description Task description description description **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task 214*** Task Task Task description description Task description description description **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** Task 214*** Task description Task description **/**/2011 description **/**/2011 **/**/2011 Reason
- 67. Type: Feature 2146767 Work item type Digital tracking - Bug number - Feature Ability to search by product - Non Functional - etc Cust: Chris BA: Mike Due: 09/06 Dev: Liz Start: 07/06 QA: Brian End: 08/06 Tracking dates Contacts
- 70. Limit Work inProgress
- 71.
- 72. (4) Analysis
- 73. (5) Development
- 74. (6) Test Released In
- 75. Progress Done In
- 76. Progress In
- 77. Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** Task Task Task description description description **/**/2011 **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011
- 78.
- 79. (4) Analysis
- 80. (5) Development
- 81. (6) Test Released In
- 82. Progress Done In
- 83. Progress In
- 84. Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** Task Task description description **/**/2011 **/**/2011
- 85.
- 86. (4) Analysis
- 87. (5) Development
- 88. (6) Test Released In
- 89. Progress Done In
- 90. Progress In
- 91. Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** 214*** Task Task Task Task description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** Task description **/**/2011
- 92.
- 93. (4) Analysis
- 94. (5) Development
- 95. (6) Test Released In
- 96. Progress Done In
- 97. Progress In
- 98. Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** 214*** Task 214*** Task Task Task description Task description description description **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011
- 99.
- 100. (4) Analysis
- 101. (5) Development
- 102. (6) Test Released In
- 103. Progress Done In
- 104. Progress In
- 105. Progress 214*** Done Done 214*** Task description (2) Task description **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task 214*** Task description description description description description description Task description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Reason **/**/2011 214*** 214*** 214*** Task 214*** Task Task description Task description description **/**/2011 description **/**/2011 **/**/2011 **/**/2011 **/**/2011
- 106.
- 107.
- 108. (4) Analysis
- 109. (5) Development
- 110. (6) Test Released In
- 111. Progress Done In
- 112. Progress In
- 113. Progress Done Done 214*** 214*** Task Task description (2) description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task Task description description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task Task description description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Lead Time
- 117. Make process policiesexplicit
- 118.
- 119. (4) Analysis
- 120. (5) Development
- 121. (6) Test Released In
- 122. Progress Done In
- 123. Progress In
- 124. Progress Done Done 214*** 214*** Task Task description (2) description **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task Task description description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task Task Task Task description description description description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 214*** 214*** 214*** 214*** 214*** Task Task Task Task Task description description description description description **/**/2011 **/**/2011 **/**/2011 **/**/2011 **/**/2011 Definition of Done: Definition of Done: Definition of Done: • Goal is clear • Code clean checked in • Customer accepted • First tasks defined • Integrated tested • Ready for production • Story split, if necessary • Running on UAT env
- 125.
Editor's Notes
- #2 \n
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- #23 1. current\n2. abyss\n3. valley\n4. ascent\n5. mountaintop\n
- #24 \n
- #25 \n
- #26 - Invented by Ohno in the early 50’s after studying supermarkets\n - uses the rate of demand to control the rate of production\n
- #27 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #28 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #29 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #30 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #31 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #32 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #33 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #34 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #35 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #36 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #37 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #38 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #39 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #40 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #41 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #42 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #43 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #44 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #45 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #46 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #47 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #48 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #49 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #50 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #51 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #52 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #53 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #54 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #55 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #56 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #57 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #58 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #59 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #60 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #61 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #62 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #63 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #64 reason:\nreduce risk (stock something no one wants)\nreduce cost of buying something no one wants\nreduce expense\nCreates buffers to ensure that there is always enough to keep going\nProducing at the rate of demand\n\n
- #65 set of techniques and practices used to provoke and help manage change\nno such thing as: \n - the Kanban Software Development Process \n - or the Kanban Project Management Method. \n
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- #120 \n
- #121 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- #122 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- #123 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- #124 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- #125 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- #126 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- #127 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- #128 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- #129 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- #130 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- #131 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- #132 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- #133 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- #134 Limits set on agreed capacity\nWhy \n - Reduce Multitasking\n - Helps reduce lead time - Little’s Law (Lead time = WIP/Throughput)\n\nPull system main stimuli for change & improvement\n- Creates slack\n
- #135 \n
- #136 - Daily meetings\n - Cumulative Flow Diagrams\n - Delivery rate (velocity/throughput) control chart\n - SLA or lead time target\n - Flexible staff allocation or swarming behavior\n - Deferred pull decisions, or dynamic prioritization\n - Metrics for assessing flow such as number of days blocked, lead time efficiency\n
- #137 \n
- #138 \n
- #139 \n
- #140 - hard to discuss improvement if the system is not understood\n - without explicit policies discussions are emotional and anecdotal \n - Leads to a self organising team\n\n\nWorkflow/Kanban System policies explicit\n - Pull criteria (definition fo done, exit criteria)\n - Capacity allocation\n - Queue replenishment\n - Classes of service\n - Staff allocation / work assignments\n
- #141 \n
- #142 - one to one\n - team\n - operationally\n
- #143 \n
- #144 ToC\n\nLean\nMuri - Over burden, unreasonableness, by force\nMura - unevenness \nMuda - waste\nTransport waste\n Inventory waste\n Motion waste\n Waiting waste\n Over producing waste\n Over processing waste\n Defects waste\n\nSystem of profound knoweledge\n - Appreciation of a system: \n - Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements;\n - Theory of knowledge: the concepts explaining knowledge and the limits of what can be known.\n - Knowledge of psychology: concepts of human nature.\n\n
- #145 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #146 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #147 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #148 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #149 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #150 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #151 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #152 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #153 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #154 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #155 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #156 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #157 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #158 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #159 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #160 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #161 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #162 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #163 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
- #164 FD - demand caused by a failure to do something or do something right for the customer\nTC - e.g. expensive and time consuming release process\n\n
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- #202 1. current\n2. abyss\n3. valley\n4. ascent\n5. mountaintop\n
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