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 - 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.
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.
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
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 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
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
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 - 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.
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.
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
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 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
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
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
"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.
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
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.
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
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.
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
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?
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
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
"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
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
Complex creative knowledge worker environments require adaptive management solutions such as the Kanban Method. The psychology and sociology of people involved means that prescriptive solutions to process definitions and organizational performance will meet with resistance and the outcomes are unreliable.
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
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
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.
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.
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
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
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
"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.
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
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.
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
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.
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
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?
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
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
"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
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
Complex creative knowledge worker environments require adaptive management solutions such as the Kanban Method. The psychology and sociology of people involved means that prescriptive solutions to process definitions and organizational performance will meet with resistance and the outcomes are unreliable.
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
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
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.
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.
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
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
Key Note - Stop Starting, Start Finishing 2013 - Aligning Creative Work with ...David Anderson
Using qualitative risk assessment frameworks to understand business risk in demand for creative knowledge work, and assessing demand mix against system capability. Or "Why you may be doomed before you start!"
How the 6 Kanban practices can be used to improve the day to day activities of a PMO and bring some sanity to our programme and portfolio landscape. This presentation uses Agile PM as the PM method that can be hooked up with Kanban, but the same could be done with other methods.
Do teams really need a backlog? Large backlogs are often wasteful -- they are difficult to groom and manage, difficult to prioritise and difficult to keep track of everything going on. By limiting WIP at the portfolio level, deferring commitment to the last responsible moment, and tracking lead times at an MMF level, we may be able to hack backlogs that are so small, that we can get rid of them altogether.
All knowledge work requires a delicate and continuously shifting balance between delivery – exploiting existing knowledge – and discovery – exploring new knowledge. This need to balance discovery and delivery can be found across the entire innovation cycle: from technology innovation over performance and sustaining innovation to disruptive innovation. It has been a driving concern for specific approaches such as Lean Product and Process Development as well as The Kanban Method, as exemplified in examples such as: developing a new product that requires novel features (discovery) while at the same time managing the overall risk that is involved in developing those features (delivery); improving agility and predictability of an organization that may require substantial change (discovery) while at the same time keeping resistance to change under control (delivery); a startup that requires an initial focus on finding problem/solution fit or product market fit (discovery) but then needs to develop the organization to delivery at scale (delivery); etc.
In each of the examples above, too much emphasis on discovery may result in a disconnection with the past leading to resistance to change, increasing delivery risk, and non-adoption of innovation. Too little emphasis on discovery (and consequently too much emphasis on delivery) may lead to not being prepared for the future resulting in stagnation and the risk of being disrupted. Discovery Kanban systems are Kanban systems that help to balance discovery and delivery while moving from a mindset of episodic (one-off) innovation and change towards a culture of continuous innovation and change. Discovery Kanban systems work across the entire discovery cycle starting from pre-hypothesis moving into hypothesis validation and ending in post-hypothesis. In this presentation, we will discuss the different elements of Discovery Kanban, examples and underlying principles.
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.
Key note - Lean Kanban Central Europe 2013 - Kanban & Evolutionary ManagementDavid Anderson
Exploring how Kanban can be used to improve the fitness for purpose of an organization. Comparing the development of Kanban with the journey of Bruce Lee as he rebelled against traditional Chinese martial arts teaching and developed his own "way without way."
KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JO...Lean Kanban Central Europe
We have to stop adopting defined processes (or methodologies as they known in the IT business). Instead we need to look to adopt a new style of management that encourages an adaptive capability to emerge in our organizations. This talk will look at Bruce Lee‘s rejection of patterned styles of Chinese Martial Arts and emergence of his Jeet Kune Do approach and compare it to the emergence of the Kanban Method. The talk will illustrate how to use fitness criteria metrics aligned to customer desires to manage an organization that is continually evolving its workflows to improve service delivery and customer satisfaction.
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
Key Note - SEPG 2013 - Kanban and the End of MethodologyDavid Anderson
This presentation looks at Alistair Cockburn's claim that software development methodologies are losing mind share to adaptive frameworks of which he considers the Kanban Method to be one. It also introduces an analysis of Bruce Lee's journey developing his own style of Chinese martial arts training and compares it with the journey David J. Anderson has taken developing the Kanban Method
La gestion visuelle Kanban - Daniel DoironAgile Montréal
A) Est-ce que votre gestion du risque est rassembleuse, ouverte sur la discussion, qualitative, visuelle, peu couteuse, rapide et supportant plusieurs taxonomies ?
Arrêtez les approches quantitatives en matière de gestion des risques qui sont souvent trop subjectives et non agiles.
B) Vos indicateurs de gestion ont-ils une valeur prédictive sur vos performances à venir? Sont-ils simples, pertinents, visuels et se génèrent automatiquement?
Si une approche basée sur la pensée scientifique des Edwards Deming, Eli Goldratt, Peter Drucker vous intéresse, alors vous serez plus efficace à identifier les systèmes globalement saturés, les systèmes localement saturés et les sources de variabilité de vos processus. Et vous aurez des solutions en main!
Votre avantage: Une fois ces concepts connus, vous n'aurez besoin d'aucun budget ou permission pour rayonner tout autrement en matière d'agilité au sein de vos équipes.
Daniel Doiron est conférencier international en matière de Kanban pour la SCRUM ALLIANCE et le LEAN KANBAN UNIVERSITY. En 2015 et 2016, il aura visité Miami et Shanghai pour ces deux organisations. Daniel a récemment contribué à la nouvelle bible Kanban écrite par David Anderson et Andy Carmichael, et sa contribution a été reconnue dans l'ouvrage. Le livre 'Essential Kanban Condensed' est disponible gratuitement sur le web et pave la voix au chemin alternatif vers l'agilité au 21ième siècle. En parallèle, Daniel s'affère à améliorer certains concepts de coaching propres à Kanban et à revisiter les paradigmes en matière de fluidité des idées. Daniel est dispensateur de formation LEAN KANBAN et Management 3.0 et opère à partir des Etats-Unis.
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
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
Presented at Silicon Valley Agile Leadership Network 2014 by Janice Linden-Reed See also https://www.slideshare.net/AgileCampSV/silicon-valley-agile-leadership-network
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
WebCamp: Project Management Day: World of Agile: Kanban - Евгений АндрушкоGeeksLab Odessa
World of Agile: Kanban
Евгений Андрушко
Project Manager at Softserve
- Что общего между садом сакуры и тойота?
- Какую методологию выбрать на Вашем проекте?
- Реальная практика примения Kanban SDLC.
- Kanban kick-start.
- Kanban vs Iterative agile.
- Софт для Agile: Lean Kanban vs Jira vs Trello.
A short, 1-hour, introduction to the theory of Kanban. I cover the following points:
• Quick history of Kanban
• 2 meanings of Kanban
• Kanban principles
• Kanban practices
• Example Kanban boards
Similar to Kanban - an alternative path to agility (Lean Kanban Southern Europe 2014) (20)
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case Analysis - The Sky is the Limit | Principles of Management
Kanban - an alternative path to agility (Lean Kanban Southern Europe 2014)
1. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Presents
Presenter
David J. Anderson
Lean Kanban
Southern Europe
May 2014
Release 1.0
Kanban
an alternative approach to agility
3. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Bruce Lee rejected traditional teaching and styles
of Chinese martial arts
• There are some parallels in
the story of Bruce Lee and
the emergence of his
approach to Kung Fu to
how and why Kanban
emerged as an alternative
approach to agility
• Lee rejected the idea of
following a particular style
of Chinese Martial Arts
6. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
“Dry land swimming” provides a false sense of
capability
• The only way to learn is to train with a live opponent
• Lee rejected the many styles of martial arts for various reasons,
mainly that they gave the practitioners a false sense of
capability, putting them at risk in real combat situations
• He was against Kata (learning patterns without an opponent)
and described them in derogatory terms such as "dry land
swimming.“
8. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Jeet Kune Do encourages development of a
uniquely personal style
• a framework from
which to pick &
develop a personal
style
• an evolutionary
approach where
adoption of
maneuvers is
learned &
reinforced by
training with an
opponent
• Nothing was sacred
"absorb that which is
useful“
discard the remainder
9. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Training with an opponent provides the core
feedback loop to drive adaptation
Lee pursued ever
more elaborate
approaches to
protected real
combat training
to enable the
closed loop
learning that was
core to the
evolutionary
nature of JKD
10. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Kata are not adaptive
In comparison with JKD, patterned styles of martial
arts taught with "kata" were open loop and not
adaptive. There is no adaptive learning from
practicing kata. The approach encourages
conformance with a standard rather than innovation.
11. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Lee’s genius was recognizing hand-to-hand
combat is a complex problem
• Patterned styles are perfectly
good for controlled
circumstances such as
competition
• Sporting combat is an
ordered domain problem
constrained by rules
• Street fighting is not orderly
and therefore emergent
practice is required
• This complex domain
required a new philosophy
14. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Traditional Change is an A to B process
• A is your current process. B is a desired new
process. B is either…
• defined (from a methodology definition)
• Or, designed (by tailoring a framework or using a model based approach
such as VSM*, TOC TP**, CMMI, etc…)
• To get from A to B, a change agency*** will guide a
transition initiative to install B into the organization
***either an internal process group or external consultants
Current
Process
Future
Process
Defined
Designed
transition
* Value stream mapping, ** Theory of Constraints Thinking Processes
A B
15. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Daniel Kahneman has given us a simple model for
how we process information
Daniel Kahneman
System 1
Sensory Perception
Pattern Matching
System 2
Logical Inference
Engine
Learning by
Experience
Learning from
theory
FAST
But slow to learn
SLOW
But fast to learn
16. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
How we process change…
Daniel Kahneman
Silicon-based
life form
Carbon-based
life form
I logically evaluate
change using System 2
I adapt quickly
I feel change emotionally
using System 1
I adapt slowly
17. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Adopting new processes challenges people
psychologically & sociologically
• New roles attack identity
• New responsibilities using new
techniques & practices threaten
self-esteem & social status
• Most people resist most change
because individually they have
more to lose than gain
• It is safer to be conservative and
stick to current practices and
avoid shaking up the current
social hierarchy
• Only the brave, the reckless
or the desperate will pursue
grand changes
18. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
The Kanban Method…
• Rejects the traditional
approach to change
• Believes, it is better to avoid
resistance than to push
harder against it
• Don’t install new processes
• Don’t reorganize
• Is designed for carbon-based
life forms
• Evolutionary change that is
humane
19. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
The Kanban Method…
• Catalyzes improvement
through use of kanban
systems and visual boards*
• Takes its name from the use
of kanban but it is just a name
• Anyone who thinks Kanban is
just about kanban (boards &
systems) is truly mistaken
*also known as "kanban" in Chinese and in Japanese when written with Chinese characters
21. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Kanban should be like water*
In change
management,
resistance is from
the people involved
and it is always
emotional (system 1)
To flow around the
rock, we must learn
how to avoid
emotional resistance
* http://joecampbell.wordpress.com/2009/05/13/be-like-water/
23. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Principles behind the Kanban Method
• Start with what you do now
• Agree to pursue evolutionary change
• Initially, respect roles, responsibilities and job
titles
• Encourage acts of leadership at all levels
The first 3 principles were specifically chosen to
address System 1 objections, to flow around the
rock of emotional resistance in humans
24. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Learn to view what you do now as a set of services
(that can be improved):
• What to look for…
• Creative work is service-oriented
• Service delivery involves workflow
• Workflow involves a series of knowledge discovery
activities
• What to do…
• Map the knowledge discovery workflow
• Pay attention to how & why work arrives
• Track work flowing through the service
The Kanban Lens
25. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
STATIK
(systems thinking approach to introducing kanban)
1. Understand Sources of Dissatisfaction
From viewpoint of internal & external
stakeholders
Sources of variability that cause dissatisfaction
2. Demand and Capability Analysis
(Ideally) By work item type & class of service
3. Model Workflow
Understand the knowledge discovery process
by type
4. Discover classes of service
5. Design a Kanban System Visualization
6. Roll out Plan
This process tends to
be iterative
For each service…
27. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
F
F
O
M
N
K
J
I
Kanban can be physical
Ideas
D
I
Dev
Ready
G
Development Testing
Test
Ready
F B
C
UAT
Release
Ready
In-progress
Legend
Done
Blocked - issue
Blocked - defect
Physical token such as a
magnet is a kanban
Colors are used to
denote state
Moving done items
down below a line is an
optional enhancement
seen in some
implementations
Override on kanban
limit introduces
additional “blocked –
issue” kanban
People working on
blocked item “A”
have been
redirected to
work on item “I”
28. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
F
F
FF
F
F J
I
Kanban are often virtual!
Ideas
D
I
Engin-
eering
Ready
G
5
Ongoing
Development Testing
Done
3 3
Test
Ready
5
F
B
CPull
Pull
These are the virtual kanban
*
These are the virtual kanbanThese are the virtual kanbanThese are the virtual kanban
The board is a visualization of the
service delivery workflow, work-in-
progress and the kanban system
UAT
Deploy-
ment
Ready
∞ ∞
29. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
F
F
O
M
N
K
J
I
Pull
Kanban systems are pull systems
Ideas
D
I
Dev
Ready
G
5
Ongoing
Development Testing
Done
3 3
Test
Ready
5
F
B
CPull
Pull
*
There is capacity here
UAT
Release
Ready
∞ ∞
Pulling work from
development will create
capacity here too –
the pull signals move
upstream!
Now we have capacity
to replenish our ready
buffer
30. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Commitment is deferred
E
I
D
Commitment point
F
F
FF
F
F F
Pull
Wish to avoid aborting after commitment
Ideas
Dev
Ready
5
Ongoing
Development Testing
Done
3 3
Test
Ready
5
UAT
Release
Ready
∞ ∞
We are committing to getting
started. We are certain we want
to take delivery.
Ideas remain optional and
(ideally) unprioritized
G
31. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Discard rates are often high
E
I
D
F
F
F F
G
I
Reject
Ideas
Dev
Ready
5
Ongoing
Development Testing
Done
3 3
Test
Ready
5
UAT
Release
Ready
∞ ∞
Discarded
The discard rate with a team at
Microsoft in 2004 was 48%. ~50%
is commonly observed
Options have value because the
future is uncertain
0% discard rate implies there is no
uncertainty about the future
32. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Upstream Kanban Prepares Options
Ready
for
Engin-
eering
F
I
Comm-
itted
D
4 Ongoing
Development
Done
3
J
K
12
Testing
Verification
3
L
Commitment point
4 -
Requi-
rements
Analysis
2412 -
Biz
Case
Dev
4824 -
Pool
of
Ideas
∞
Min & Max limits
insure sufficient
options are always
available
Committed WorkOptions
Discarded
O
Reject
P Q
$$$ cost of acquiring options
33. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Test
Ready
F
F
FF
F
F F
Commitment Frequency
E
I
G
D
Replenishment
Discarded
I
Pull
Ideas
Dev
Ready
5
Ongoing
Development Testing
Done
3 35
UAT
Release
Ready
∞ ∞
The frequency of system
replenishment should reflect
arrival rate of new information
and the transaction &
coordination costs of holding a
meeting
Frequent commitment is
more agile.
On-demand commitment is
most agile!
34. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Test
Ready
F
F
FF
F
F F
Defining Kanban System Lead Time
E
I
G
D
Pull
System Lead Time
Discarded
I
Ideas
Dev
Ready
5
Ongoing
Development Testing
Done
3 35
UAT
Release
Ready
∞ ∞
The clock starts ticking when we
accept the customers order, not
when it is placed!
Until then customer orders are
merely available options
Kanban
system lead
time ends
when the
item reaches
the first ∞
queue
35. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Test
Ready
F
F
FF
F
F F
Delivery Frequency
E
I
G
D
Delivery
Discarded
I
Pull
The frequency of delivery should
reflect the transaction &
coordination costs of
deployment plus costs &
tolerance of customer to take
delivery
Ideas
Dev
Ready
5
Ongoing
Development Testing
Done
3 35
UAT
Release
Ready
∞ ∞
UAT and Release buffer sizes can
reduce as frequency of delivery
increases
Frequent deployment is more
agile.
On-demand deployment is
most agile!
36. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Service Delivery Agility
Service Agility
Commitment
frequency
Lead Time
Delivery
Frequency
LeadTime
Short
Long
Delivery
Service Agility
Commitment
Frequent
Seldom
Frequent
Seldom
More
Agile
Less
Agile
Kanban system dynamics
38. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Treat each service separately
Demand
Observed
Capability
Demand
Demand
Observed
Capability
Observed
Capability
39. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Feedback Loops
Operations
Review
Service
Delivery
Review
Standup
Meeting
The Kanban Kata
daily
weekly
monthly
40. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Standup Meeting
Daily Meeting
Disciplined conduct (kata)
& acts of leadership
identify problems
Improvement discussions
& process evolution
happen at after meetings
41. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Service Delivery Review
Weekly Meeting
Usually (but not always) between a superior and a sub-ordinate
A focused discussion about demand, observed system capability, and
fitness for purpose
Comparison of capability against fitness criteria metrics and target
conditions, such as lead time SLA with 60 day, 85% on-time target
Discussion & agreement on actions to be taken to improve capability
42. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Operations Review
Monthly meeting
Disciplined review of
demand and capability for
each kanban system
Provides system of
systems view and
understanding
Kanban system design
changes & process
evolution suggested by
attendees
44. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Visualize work, workflow & business risks
using large physical or electronic boards in communal spaces
Implement Virtual Kanban Systems
Manage Flow
Make Policies Explicit
Implement the Kanban Kata
Educate your workforce to enable collaborative evolution of
policies & ways of working
based on models of workflow from bodies of knowledge such as Theory of
Constraints, Deming’s Profound Knowledge, Lean, Risk Management ideas
such as Real Option Theory & Liquidity
Kanban’s 6 Specific Practices
46. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Start with what you do now
• The Kanban Method evolved with the principle
that it “should be like water” - enable change
while avoiding sources of resistance
• With Kanban you start with what you do now,
and "kanbanize" it, catalyzing the evolutionary
process into action. Changes to processes in
use will occur
• Evaluating whether a change is truly an
improvement is done using fitness criteria
that evaluate an external outcome
47. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Fitness criteria are metrics that measure
observable external outcomes
• Fitness criteria are metrics
that measure things
customers or other external
stakeholders value
• Delivery time
• Quality
• Predictability
• Safety (conformance to
regulatory requirements)
• or metrics that value actual
outcomes such as
• customer satisfaction
• employee satisfaction
48. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Which system is fitter?
We don’t know!
System B is faster but without understanding
customer expectations, both may be fit enough
0
2
4
6
8
10
12
14
Lead Time (Days)
System A
Frequency
0
5
10
15
20
25
30
5 10 15 20 25 30 More
Lead Time in Days
System B
Frequency
Mean 17 days Mean 12 days
49. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Measuring delivery against expectation
0
2
4
6
8
10
12
14
Lead Time (Days)
System A
Frequency
0
2
4
6
8
10
12
Lead Time Expectation Spread (Days)
System A
Frequency
0
5
10
15
20
25
30
5 10 15 20 25 30 More
Lead Time in Days
System B
Frequency
0
5
10
15
20
25
30
35
40
45
-15 -10 -5 0 5 10 15 20 More
Lead Time Expectation Spread (Days)
System B
Frequency
Mean 17 days Mean 12 days
System B is clearly fitter!
System B delivers 5/7 within expectations
System A only delivers 3/7 within expectations
50. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Evolutionary change has no defined end point
Evolving
Process
Roll
forward
Roll
back
Initial
Process
Future process is
emergent
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
Evalua
Fitnes
We don’t know the
end-point but we do
know our emergent
process is fitter!
51. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Business Agility
ServiceDeliveryAgility
Strong
Weak
Evolutionarychanges
Respond
Frequent
Seldom
More
Agile
Less
Agile
DefineFitnessCriteria
Often
Seldom
KanbanKata
Sense
Strong
Weak
Business Agility
Sense
Fitness criteria by
market segment
Capability against
demand
Respond
Service Delivery Time
Evolutionary Changes
53. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
1. Kanban helps you manage your
organization as an ecosystem of
creative service workflows.
2. Kanban enables you to improve
your business agility through
evolutionary improvement with
significantly reduced resistance to
change.
3. Kanban improves the survivability
of your business making it resilient
to a rapidly changing external
environment
56. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
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…
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 the Lean Kanban
Method for managers of those who must “think for a living.”
57. dja@leankanban.com @lkuceo Copyright Lean Kanban Inc.
Joe Campbell first blogged about the similarity in philosophy between the
Kanban Method and the teachings of Bruce Lee. He coined the phrase “Kanban
should be like water”.
The data on slides 48 & 49 was provided by Raymond Keating of CME Group.
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.
Real options thinking inspired by the work of Chris Matts, Olav Maassen &
Upstream Kanban pioneered by Patrick Steyaert.
References to Sense & Respond are inspired by the work of Stephen Parry.
Don Reinertsen first suggested using virtual kanban systems for service delivery.
Acknowledgements
There are some parallels in the story of Bruce Lee and the emergence of his approach to Kung Fu.
Lee rejected the idea of following a particular style of Chinese Martial Arts.
Lee rejected these for various reasons, mainly that they gave the practitioners a false sense of ability and put them at risk in real combat situations. He was against Kata (learning patterns without an opponent) and described them in derogatory terms such as "dry land swimming."
The Jeet Kune Do emblem incorporates the words...
"having no way as way." There would be no specific style or school to his approach. It is not fixed or patterned but guided by a set of principles. An individual would adapt their own style that worked best for them by learning the principles and practicing different types of kicking, punching, trapping and grappling.
"having no limitation as limitation." In other words, Lee would be prepared to pull ideas from any source if it made the (martial) art better and made the individual a better practitioner. His concern was the logical improvement of the method rather than loyalty to any one tradition or tribe. He was happy to borrow ideas from Western traditions as much as Eastern.
While Jeet Kune Do is often described as a framework from which an individual can pick and choose to develop their own style, it is also an evolutionary approach. Lee referred to "absorb what is useful" and discard the remainder. And this was at the personal level for an individual developing their own style. If they chose to discard "intercepting fist" this would be acceptable. They were following the philosophy faithfully and the inclusion of any one maneuver or set of maneuvers was not critical.
In Jeet Kune Do training is always with an opponent. This provides the core feedback loop and learning opportunity that allows a practitioner to select that which "is useful" and discard that which is not.
Lee pursued ever more elaborate approaches to protected real combat training to enable the closed loop learning that was core to the evolutionary nature of JKD. In comparison patterned styles of martial arts taught with "kata" were open loop and not adaptive.
New roles (defined in the methodology) attack their identity
New responsibilities using new techniques & practices attack their self-esteem and put their social status at risk
Statistically, most people resist most change because individually they have more to lose than to gain. Probabilistically, it is safer to be conservative and stick to current practices and avoid shaking up the current social hierarchy. Only the brave or the reckless will pursue grand changes.
The Kanban Method rejects the traditional change management method and rejects the installation of a new style of working - a new methodology. It does this because it is better to avoid resistance than to push harder against it.
The Kanban Method introduces an evolutionary approach to change that is humane. It is designed to work with carbon-based life forms processing change with system 1. The Kanban Method catalyzes improvement through the use of kanban systems and visual boards (also known as "kanban" in Chinese and in Japanese when written with Chinese characters). It is from the use of kanban that the method takes its name, but it is just a name. Anyone who thinks Kanban is just about kanban (boards & systems) is truly mistaken. The Kanban Method is an example of a new approach to improvement. It is a method without methodology.
The Kanban Method rejects the traditional change management method and rejects the installation of a new style of working - a new methodology. It does this because it is better to avoid resistance than to push harder against it.
The Kanban Method introduces an evolutionary approach to change that is humane. It is designed to work with carbon-based life forms processing change with system 1. The Kanban Method catalyzes improvement through the use of kanban systems and visual boards (also known as "kanban" in Chinese and in Japanese when written with Chinese characters). It is from the use of kanban that the method takes its name, but it is just a name. Anyone who thinks Kanban is just about kanban (boards & systems) is truly mistaken. The Kanban Method is an example of a new approach to improvement. It is a method without methodology.
Bruce Lee was a philosopher. He majored in philosophy at the University of Washington, Seattle. His own personal philosophy was heavily influenced by Taoism and Buddhism. He brought this philosophy to his interpretation of Kung Fu and the heart of Jeet Kune Do.
One of his key teachings was "to be like water". Water flows around the rock. The rock represents resistance - in fighting, the resistance is from the opponent.
In change management, resistance is from the people involved and it is always emotional.
To flow around the rock, we must learn how to avoid emotional resistance.
The Kanban Method evolved with this principle in mind. That we must discover a way that enabled change while avoiding invoking sources of resistance - even better if we could motivate the people involved to advocate for the changes required.
With Kanban you start with what you do now, and "kanbanize" it, catalyzing the evolutionary process into action. Changes to processes in use will occur and evaluating whether a change is truly an improvement can be done using fitness criteria that evaluate the external outcome.
Fitness criteria are metrics that measure things customer or other external stakeholders value such as delivery time, quality, predictability, conformance to regulatory requirements or metrics that value actual outcomes such as customer satisfaction or employee satisfaction
Traditional change is an A to B process. A is where you are now. B is a destination. B is either defined (from a methodology definition) or designed (by tailoring a framework).
To get from A to B, a change agency* will guide a transition initiative to install destination B into the organization.
*either an internal SEPG or external consultants