This presentation was prepared for the students of Bainbridge Graduate Institute as part of their Sustainable Operations Course. It addresses Toyota's organizational structure and its role in team member development and continuous improvement.
This SlideCast (with Audio) provides a high level overview of the steps for a Toyota Kata Project. It was primarily created for the students of Bainbridge Graduate Institute (BGI) Sustainable Operation Class, MGT-564. The general public may also have interest in this presentation as it helps to explain how Toyota Kata can be applied to non-manufacturing environments.
Visual Management: Leading With What You Can SeeCraig Smith
Presentation by Craig Smith delivered at Agile Encore 2013 in Melbourne on 14 November 2013. Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Einen Überblick der gängigen Verschwendungsarten (MUDA)
Die sieben Arten der Verschwendung findet man nicht nur in der Produktion und Fertigung. Sie wurden inzwischen um drei Punkte erweitert und können auch auf administrative Bereiche angewendet werden.
This presentation was prepared for the students of Bainbridge Graduate Institute as part of their Sustainable Operations Course. It addresses Toyota's organizational structure and its role in team member development and continuous improvement.
This SlideCast (with Audio) provides a high level overview of the steps for a Toyota Kata Project. It was primarily created for the students of Bainbridge Graduate Institute (BGI) Sustainable Operation Class, MGT-564. The general public may also have interest in this presentation as it helps to explain how Toyota Kata can be applied to non-manufacturing environments.
Visual Management: Leading With What You Can SeeCraig Smith
Presentation by Craig Smith delivered at Agile Encore 2013 in Melbourne on 14 November 2013. Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Einen Überblick der gängigen Verschwendungsarten (MUDA)
Die sieben Arten der Verschwendung findet man nicht nur in der Produktion und Fertigung. Sie wurden inzwischen um drei Punkte erweitert und können auch auf administrative Bereiche angewendet werden.
How to use -
Gather your team
Go through the scan and score what you are doing and what not.
Figure out what you want to try next that will improve your capabilities in the relevant direction.
Rejuvenating Agile Operations By Putting Lead And Cycle Time Front And Centre.Zan Kavtaskin
Agile methodologies such as Scrum, Extreme Programming and DSDM emerged in the 1990s and most of them were inspired by the Lean Manufacturing movement. While Lean Manufacturing focuses on increasing value and reducing cycle time, work in progress and lead time, Agile methodologies tend to focus on methods. Over the past few decades these methods became dogmatic, businesses struggle to align these methods with their goals and practitioners become disenchanted when they run out of Agile methods to increase delivery speed.
During this presentation Zan will present some of his research and show how it is possible to amalgamate Agile methods, Lean Manufacturing and Data Science to get your business back on track.
See the full analysis here:
https://medium.com/@zankavtaskin/list/research-rejuvenating-agile-operations-by-putting-lead-and-cycle-time-front-and-centre-766cc7993007
STANDARD OPERATING PROCEDURE FOR PUBLISHING COURTESY
ADVERTISEMENT, SPONSORSHIP& OTHER PUBLICITY INITIATIVES BY SECL MBA/BBA presentation Pune University/Mumbai University/kolkata university / Best PPT
Current Trends in Agile - opening keynote for Agile Israel 2014Yuval Yeret
Yuval Yeret, AgileSparks’s CTO will give trends overview session – What is hot, what is not, in the lean agile industry/community – with the aim of exposing people and giving a big picture view that places the different trends as well as sessions in the conference into the right context. We will discuss trends like Scaling Agile (SAFe, Less, DAD), DevOps / Continuous Delivery, Modern Management aspects, Modern Change Management approaches such as Open-Agile-Adoption, What is going on in the world of Kanban, Agile Fluency, Technical Safety / Anzeneering, and maybe more.
http://agileisrael2014.com/current-trends-in-agile/
Workbook 2 Prof Anat Lechner Change Plan
No part of this workbook may be reproduced, stored, or transmitted in any form or by any means – electronic, mechanical, photocopy, recording, or otherwise – without the permission of Anat Lechner, PhD.
CHANGE PLAN
INSTRUCTIONS:
• PAGE LIMIT IS 10 PAGES W/OR PREFERRED FORMAT
• INCLUDE SOURCES (REFERENCES, LINKS ETC) WHEN RELEVANT
• SUBMIT BY DECEMBER 19, 2016 @4PM (VIA E-MAIL TO [email protected])
CHANGE MANAGEMENT
WORKBOOK 2
PROFESSOR ANAT LECHNER
A. Competency Analysis
Q1: Complete a SWOT – what are the company strengths that can be leveraged to pursue AI opportunities identified? What
challenges need to be addressed?
Q2: Calibrate the direction for change proposed in your ‘WB 1 - Future View’ discussion, based on your competency analysis –
what seem to be a feasible AI-related change trajectory for the company?
Workbook 2 Prof Anat Lechner Change Plan
No part of this workbook may be reproduced, stored, or transmitted in any form or by any means – electronic, mechanical, photocopy, recording, or otherwise – without the permission of Anat Lechner, PhD.
B. Feasibility Analysis
Q1: To determine the likelihood of success implementing the ideas developed in Section A above, you’ll need to conduct a
Force Field Analysis. This method lists, discusses, and evaluates the various forces for and against a proposed change. When a
change is planned, Force Field Analysis helps you look at the big picture by analyzing all of the forces impacting the change and
weighing the pros and cons.
Terms:
Driving Forces: forces affecting a situation that are pushing in a particular direction; they tend to initiate a change and keep it going.
In terms of improving productivity in a work group, pressure from a supervisor, incentive earnings, and competition may be
examples of driving forces.
Restraining Forces: forces acting to restrain or decrease the driving forces. Apathy, hostility, and poor maintenance of equipment
may be examples of restraining forces against increased production. Equilibrium: reached when the sum of the driving forces equals
the sum of the restraining forces. In our example, equilibrium represents the present level of productivity. By knowing the pros and
cons, you can develop strategies to reduce the impact of the opposing forces and strengthen the supporting forces.
Types of forces to consider
Available Resources; Traditions; Vested interests; Organizational structures; Relationships; Social or organizational trends; Attitudes
of people; Regulations; Personal or group needs; Present or past practices; Institutional policies or norms; Values; Desires; Costs;
People capacity; Events / opportunities to initiate or redirect the course of things
The Process
Start with a well-defined goal or ch.
Are you involved in supporting or leading organisational change? As a result of work within our Mental Health Quality Improvement programme, we have developed a one-page visual roadmap for those involved in supporting or leading organisational change.
Based on well-established quality improvement methodology the roadmap outlines 12 steps that walks you through the central elements required for successful change.
Assessing Your Agile Marketing Maturity LevelYuval Yeret
Why assess the level of Agile Marketing? Teams, Managers and Coaches can quickly evaluate the current capability of a team/group, in order to:
See how the capability measures against the recommended level for benefiting from marketing agility
Guide the team/group on what to improve next
See, over time, the evolution of agility (positive or negative trend)
See the impact of the team/group improvement work
See the impact of organizational/structural changes that are outside the team/group’s control (costs reductions, distributed, etc.)
Motivate! Get acheivements and recognition for reaching higher agility levels (Emphasize intrinsic motivation!)
Contact AgileSparks at http://www.agilesparks.com/services/agile-marketing for a downloadable version (and an excel sheet coming soon!)
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
The inclusion of Kanban in the Scaled Agile Framework 4.0® enables orgs to improve business flow at every level of the business. See how LeanKit can help.
More Related Content
Similar to Kanban - An Evolutionary Approach to Agility
How to use -
Gather your team
Go through the scan and score what you are doing and what not.
Figure out what you want to try next that will improve your capabilities in the relevant direction.
Rejuvenating Agile Operations By Putting Lead And Cycle Time Front And Centre.Zan Kavtaskin
Agile methodologies such as Scrum, Extreme Programming and DSDM emerged in the 1990s and most of them were inspired by the Lean Manufacturing movement. While Lean Manufacturing focuses on increasing value and reducing cycle time, work in progress and lead time, Agile methodologies tend to focus on methods. Over the past few decades these methods became dogmatic, businesses struggle to align these methods with their goals and practitioners become disenchanted when they run out of Agile methods to increase delivery speed.
During this presentation Zan will present some of his research and show how it is possible to amalgamate Agile methods, Lean Manufacturing and Data Science to get your business back on track.
See the full analysis here:
https://medium.com/@zankavtaskin/list/research-rejuvenating-agile-operations-by-putting-lead-and-cycle-time-front-and-centre-766cc7993007
STANDARD OPERATING PROCEDURE FOR PUBLISHING COURTESY
ADVERTISEMENT, SPONSORSHIP& OTHER PUBLICITY INITIATIVES BY SECL MBA/BBA presentation Pune University/Mumbai University/kolkata university / Best PPT
Current Trends in Agile - opening keynote for Agile Israel 2014Yuval Yeret
Yuval Yeret, AgileSparks’s CTO will give trends overview session – What is hot, what is not, in the lean agile industry/community – with the aim of exposing people and giving a big picture view that places the different trends as well as sessions in the conference into the right context. We will discuss trends like Scaling Agile (SAFe, Less, DAD), DevOps / Continuous Delivery, Modern Management aspects, Modern Change Management approaches such as Open-Agile-Adoption, What is going on in the world of Kanban, Agile Fluency, Technical Safety / Anzeneering, and maybe more.
http://agileisrael2014.com/current-trends-in-agile/
Workbook 2 Prof Anat Lechner Change Plan
No part of this workbook may be reproduced, stored, or transmitted in any form or by any means – electronic, mechanical, photocopy, recording, or otherwise – without the permission of Anat Lechner, PhD.
CHANGE PLAN
INSTRUCTIONS:
• PAGE LIMIT IS 10 PAGES W/OR PREFERRED FORMAT
• INCLUDE SOURCES (REFERENCES, LINKS ETC) WHEN RELEVANT
• SUBMIT BY DECEMBER 19, 2016 @4PM (VIA E-MAIL TO [email protected])
CHANGE MANAGEMENT
WORKBOOK 2
PROFESSOR ANAT LECHNER
A. Competency Analysis
Q1: Complete a SWOT – what are the company strengths that can be leveraged to pursue AI opportunities identified? What
challenges need to be addressed?
Q2: Calibrate the direction for change proposed in your ‘WB 1 - Future View’ discussion, based on your competency analysis –
what seem to be a feasible AI-related change trajectory for the company?
Workbook 2 Prof Anat Lechner Change Plan
No part of this workbook may be reproduced, stored, or transmitted in any form or by any means – electronic, mechanical, photocopy, recording, or otherwise – without the permission of Anat Lechner, PhD.
B. Feasibility Analysis
Q1: To determine the likelihood of success implementing the ideas developed in Section A above, you’ll need to conduct a
Force Field Analysis. This method lists, discusses, and evaluates the various forces for and against a proposed change. When a
change is planned, Force Field Analysis helps you look at the big picture by analyzing all of the forces impacting the change and
weighing the pros and cons.
Terms:
Driving Forces: forces affecting a situation that are pushing in a particular direction; they tend to initiate a change and keep it going.
In terms of improving productivity in a work group, pressure from a supervisor, incentive earnings, and competition may be
examples of driving forces.
Restraining Forces: forces acting to restrain or decrease the driving forces. Apathy, hostility, and poor maintenance of equipment
may be examples of restraining forces against increased production. Equilibrium: reached when the sum of the driving forces equals
the sum of the restraining forces. In our example, equilibrium represents the present level of productivity. By knowing the pros and
cons, you can develop strategies to reduce the impact of the opposing forces and strengthen the supporting forces.
Types of forces to consider
Available Resources; Traditions; Vested interests; Organizational structures; Relationships; Social or organizational trends; Attitudes
of people; Regulations; Personal or group needs; Present or past practices; Institutional policies or norms; Values; Desires; Costs;
People capacity; Events / opportunities to initiate or redirect the course of things
The Process
Start with a well-defined goal or ch.
Are you involved in supporting or leading organisational change? As a result of work within our Mental Health Quality Improvement programme, we have developed a one-page visual roadmap for those involved in supporting or leading organisational change.
Based on well-established quality improvement methodology the roadmap outlines 12 steps that walks you through the central elements required for successful change.
Assessing Your Agile Marketing Maturity LevelYuval Yeret
Why assess the level of Agile Marketing? Teams, Managers and Coaches can quickly evaluate the current capability of a team/group, in order to:
See how the capability measures against the recommended level for benefiting from marketing agility
Guide the team/group on what to improve next
See, over time, the evolution of agility (positive or negative trend)
See the impact of the team/group improvement work
See the impact of organizational/structural changes that are outside the team/group’s control (costs reductions, distributed, etc.)
Motivate! Get acheivements and recognition for reaching higher agility levels (Emphasize intrinsic motivation!)
Contact AgileSparks at http://www.agilesparks.com/services/agile-marketing for a downloadable version (and an excel sheet coming soon!)
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
The inclusion of Kanban in the Scaled Agile Framework 4.0® enables orgs to improve business flow at every level of the business. See how LeanKit can help.
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Driving Innovation with Kanban at Jaguar Land RoverLeanKit
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Watch the recorded webinar here: https://vimeo.com/172780037
Hamish McMinn, Automotive and IT Project Manager, will explain how Kanban is improving time, cost and quality across new vehicle development projects at Jaguar Land Rover.
You'll learn:
-Why new product development provides rich opportunities for continuous process improvement.
-Benefits and challenges of transferring agile software techniques to hardware design and development.
-How to visualize work, focus on flow and increase cross-functional collaboration using LeanKit.
Hamish will share learnings from the initial pilot project, and how Kanban is now being scaled across multiple engineering teams.
From Divided to United - Aligning Technical and Business TeamsLeanKit
Are your technical and business teams at odds with each other? They don't have to be. Join us tomorrow to discover the secret to gaining alignment.
Dominica DeGrandis, Director of Learning and Development at LeanKit, will share how clarity on priorities, cross-functional dependencies and team metrics drive unity.
You'll learn how to:
- Balance business requests with maintenance work
- Prioritize up, down and across the hierarchy
- Get visibility on cross-functional dependencies
Dominica will share her observations while working at a SaaS company on the methods used to create clarity.
LeanKit Webinar: Evolving Your Daily Standup with Kanban by Brendan WovchkoLeanKit
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Brendan Wovchko of HUGE I/O will explain how to engage teams with meaningful questions that surface problems, reduce process waste and improve the flow of work.
You'll learn how to:
- “Walk the board” with Kanban
- Experiment with fresh questions and techniques
- Decide if your daily standup really needs to be daily
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Mohammed Khalid, Senior Solutions Engineer at LeanKit, gave this presentation on Using Kanban to Visualize Your Work at the Pink16 Conference on 2.16.2016.
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+ Decompose work across different organizational levels
+ Distribute and track work across multiple teams
+ Keep everyone aligned with roll-up and drill-down visibility
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For a variety of reasons, we overestimate the ability to get work done. We over commit our teams and ourselves. This leads to broken promises, unhappy customers and unhealthy businesses. This talk demonstrates how to use a Kanban flow approach to measure the probability of delivering work on time.
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How to measure the probability of finishing work on time
Wait time vs. getting work done time – a look at flow efficiency and resource efficiency
What, how and why to set wip limits to strengthen business health
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In this webinar, Daniel Norton, co-founder and Chief Mobile Officer at LeanKit, explains how FSGD can help your organization and how to get started.
Lean and Kanban: An Alternative Path to Agility -Gartner PPM Summit 2014LeanKit
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Join us for an exploration of the Metaverse's evolution, where innovation meets imagination. Discover new dimensions of virtual events, engage with thought-provoking discussions, and witness the transformative power of digital realms."
Prosigns: Transforming Business with Tailored Technology SolutionsProsigns
Unlocking Business Potential: Tailored Technology Solutions by Prosigns
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Custom Software Development: Prosigns specializes in creating bespoke software solutions that cater to your unique business needs. Our team of experts works closely with you to understand your requirements and deliver tailor-made software that enhances efficiency and drives growth.
Web and Mobile App Development: From responsive websites to intuitive mobile applications, Prosigns develops cutting-edge solutions that engage users and deliver seamless experiences across devices.
AI & ML Solutions: Harnessing the power of Artificial Intelligence and Machine Learning, Prosigns provides smart solutions that automate processes, provide valuable insights, and drive informed decision-making.
Blockchain Integration: Prosigns offers comprehensive blockchain solutions, including development, integration, and consulting services, enabling businesses to leverage blockchain technology for enhanced security, transparency, and efficiency.
DevOps Services: Prosigns' DevOps services streamline development and operations processes, ensuring faster and more reliable software delivery through automation and continuous integration.
Microsoft Dynamics 365 Support: Prosigns provides comprehensive support and maintenance services for Microsoft Dynamics 365, ensuring your system is always up-to-date, secure, and running smoothly.
Learn how our collaborative approach and dedication to excellence help businesses achieve their goals and stay ahead in today's digital landscape. From concept to deployment, Prosigns is your trusted partner for transforming ideas into reality and unlocking the full potential of your business.
Join us on a journey of innovation and growth. Let's partner for success with Prosigns.
Enterprise Resource Planning System includes various modules that reduce any business's workload. Additionally, it organizes the workflows, which drives towards enhancing productivity. Here are a detailed explanation of the ERP modules. Going through the points will help you understand how the software is changing the work dynamics.
To know more details here: https://blogs.nyggs.com/nyggs/enterprise-resource-planning-erp-system-modules/
Into the Box Keynote Day 2: Unveiling amazing updates and announcements for modern CFML developers! Get ready for exciting releases and updates on Ortus tools and products. Stay tuned for cutting-edge innovations designed to boost your productivity.
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Experience our free, in-depth three-part Tendenci Platform Corporate Membership Management workshop series! In Session 1 on May 14th, 2024, we began with an Introduction and Setup, mastering the configuration of your Corporate Membership Module settings to establish membership types, applications, and more. Then, on May 16th, 2024, in Session 2, we focused on binding individual members to a Corporate Membership and Corporate Reps, teaching you how to add individual members and assign Corporate Representatives to manage dues, renewals, and associated members. Finally, on May 28th, 2024, in Session 3, we covered questions and concerns, addressing any queries or issues you may have.
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This is a MUG with a twist you don't want to miss.
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Venez le découvrir lors de cette session ignite
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AI Pilot Review: The World’s First Virtual Assistant Marketing SuiteGoogle
AI Pilot Review: The World’s First Virtual Assistant Marketing Suite
👉👉 Click Here To Get More Info 👇👇
https://sumonreview.com/ai-pilot-review/
AI Pilot Review: Key Features
✅Deploy AI expert bots in Any Niche With Just A Click
✅With one keyword, generate complete funnels, websites, landing pages, and more.
✅More than 85 AI features are included in the AI pilot.
✅No setup or configuration; use your voice (like Siri) to do whatever you want.
✅You Can Use AI Pilot To Create your version of AI Pilot And Charge People For It…
✅ZERO Manual Work With AI Pilot. Never write, Design, Or Code Again.
✅ZERO Limits On Features Or Usages
✅Use Our AI-powered Traffic To Get Hundreds Of Customers
✅No Complicated Setup: Get Up And Running In 2 Minutes
✅99.99% Up-Time Guaranteed
✅30 Days Money-Back Guarantee
✅ZERO Upfront Cost
See My Other Reviews Article:
(1) TubeTrivia AI Review: https://sumonreview.com/tubetrivia-ai-review
(2) SocioWave Review: https://sumonreview.com/sociowave-review
(3) AI Partner & Profit Review: https://sumonreview.com/ai-partner-profit-review
(4) AI Ebook Suite Review: https://sumonreview.com/ai-ebook-suite-review
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Enhancing Project Management Efficiency_ Leveraging AI Tools like ChatGPT.pdfJay Das
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Innovating Inference - Remote Triggering of Large Language Models on HPC Clus...Globus
Large Language Models (LLMs) are currently the center of attention in the tech world, particularly for their potential to advance research. In this presentation, we'll explore a straightforward and effective method for quickly initiating inference runs on supercomputers using the vLLM tool with Globus Compute, specifically on the Polaris system at ALCF. We'll begin by briefly discussing the popularity and applications of LLMs in various fields. Following this, we will introduce the vLLM tool, and explain how it integrates with Globus Compute to efficiently manage LLM operations on Polaris. Attendees will learn the practical aspects of setting up and remotely triggering LLMs from local machines, focusing on ease of use and efficiency. This talk is ideal for researchers and practitioners looking to leverage the power of LLMs in their work, offering a clear guide to harnessing supercomputing resources for quick and effective LLM inference.
Listen to the keynote address and hear about the latest developments from Rachana Ananthakrishnan and Ian Foster who review the updates to the Globus Platform and Service, and the relevance of Globus to the scientific community as an automation platform to accelerate scientific discovery.
1. Team Members and Stakeholders can:Kanban
An Evolutionary Approach
to Agility
2. Team Members and Stakeholders can:
Jon Terry is Chief Operating Officer of LeanKit. Before LeanKit, Jon
held a number of senior IT positions with hospital-giant HCA and its
subsidiary, HealthTrust Purchasing Group. He was among those
responsible for launching HCA’s adoption of Lean/Agile methods.
Jon earned his Global Executive MBA from Georgetown University
and ESADE Business School in Barcelona, Spain, and his Masters
Certificate in Project Management from George Washington
University. He is a Project Management Professional, a Certified
Scrum Master and a Kanban Coaching Professional.
follow @leankitjon
ABOUT JON TERRY
3. Team Members and Stakeholders can:
Agile
Scrum
XP
Lean /
Kanban
Agile
Scrum
Avoid a
narrow IT-
focused view
of modern
management
methods
4. Team Members and Stakeholders can:
1960s-1980s 1980s 1990s 2000s Today
TOC
Just-In-Time
Kanban
Lean
Manufacturing
Lean
Healthcare
Lean Software
Development
Lean
Construction
Toyota
Production
System
Six Sigma
TQM
Agile
XP
Scrum
Focus on rapid flow and feedback vs.
planning and “efficiency.”
A Broader Perspective
5. Team Members and Stakeholders can:
1. Visualize the (current) workflow
2. Implement feedback loops
3. Manage (for smooth) flow
4. Make process policies explicit
5. Limit Work-in-Progress (WIP) *
6. Improve collaboratively
using Kanban to become Lean
THE KANBAN METHOD Evolution
The
quickest
path to
agility is to
start from
where you
are today.
* Often implicitly at first
6. Team Members and Stakeholders can:
This is Greek to me. So are many/most
project deliverables to non-specialists
7. Team Members and Stakeholders can:
A picture translates complexity into a
simple pattern we can all digest
8. Team Members and Stakeholders can:
1. Have each team member write
down a few of their current work
items
2. Ask each person to pick one at a
time
3. Have them describe:
– What am I doing to it now?
– Who had it before and what were
they doing with it?
– Who will I hand it to next, to do
what?
Visualize
Workflow
Map out
your real,
current
process
9. Team Members and Stakeholders can:
Cards are (usually) nouns, lanes are verbs
10. Team Members and Stakeholders can:
1. Have each team member list their
current workload
2. Have them assign each item a
type: UX feature, API feature,
defect, task, etc
3. Collate the work types they
defined into one list and assign
each a card color
4. Turn the lists into cards and place
them in the correct lane on the
board
Catalog
the Work
As the
manager,
only add
your
“official”
list after.
11. Team Members and Stakeholders can:
Be succinct and focus on results. Try to
limit types of work
12. Team Members and Stakeholders can:
Stop at current state, resist the urge to
“improve” now
13. Team Members and Stakeholders can:
1. Allow a fixed time period – 10-
15 min
2. Ensure board is complete &
accurate
3. Are there expedites or
blockers?
4. Otherwise, walk the board from
right to left a card at a time
– What’s needed to advance this item?
– Who can help?
5. Stop when time runs out
Feedback
Loops
Daily
standups
focus on
value &
completion,
not activity
14. Team Members and Stakeholders can:
Hold regular retrospectives …. but stop-
the-line for bottlenecks
15. Team Members and Stakeholders can:
1. Why? Why? Why? Why? Why?
2. Common root cause answers:
– Hidden WIP
– Stop starting, start finishing
– Downstream/external blockages
– Uneven sizing
– Parallel processes
– Rework
3. Let data be your guide
Feedback
Loops
Retrospectives
focus on critical
issues, & small
incremental
changes
16. Team Members and Stakeholders can:
Control charts allow targeted process
improvement
Easily see typical delivery patterns vs outliers and drill into them
17. Team Members and Stakeholders can:
Look for trends in your delivery speed for different
work
In time, better decomposition & effective categorization can replace estimates
18. Team Members and Stakeholders can:
Splitting process steps into active/waiting
queues makes flow more clear
19. Team Members and Stakeholders can:
Swimlanes can represent different
workflows or partner teams
20. Team Members and Stakeholders can:
Once work visible & process is clear, WIP
limits can balance capacity
21. Team Members and Stakeholders can:
Eliminate
Waste
Build Quality
In
Create
Knowledge
Defer
Commitment
Deliver
Fast
Respect
People
Optimize the
Whole
Lean PD
System
Process
1. Work-In-Process
2. Delays
3. Extra Features
4. Technical Debt
5. Handoffs
6. Task Switching
7. Defects
Lean Principles nicely map to &
enhance Agile IT best practices
22. Team Members and Stakeholders can:
1. Visualize the (current) workflow
2. Implement feedback loops
3. Manage (for smooth) flow
4. Make process policies explicit
5. Limit Work-in-Progress (WIP) *
6. Improve collaboratively
using Kanban to become Lean
THE KANBAN METHOD REITERATED Evolution
The
quickest
path to
agility is to
start from
where you
are today.
* Often implicitly at first
23. Team Members and Stakeholders can:
Release 1
Iteration 1
Iteration
Planning
Daily
Standup
Demo /
Retro
Iteration n
Iteration
Planning
Daily
Standup
Demo /
Retro
Iteration
Backlog
Fixed Time and Resource
Not
Done
Iteration
Backlog
Not
Done
Product
Owner
Ideas
Product Backlog
Release Planning
Release Backlog
Scrum mandates new roles, “rituals” and
cadence for a small team.
THE SCRUM PROCESS Scrum
master
24. Team Members and Stakeholders can:
Scrum
• A structure of new roles, “rituals” and cadence
• No prohibition against visualization, WIP
limitation or flow measurement
• A mature scrum team with good technical
practices often looks awfully Kanban-ish
Kanban
• Evolution through measurement
• No opinion on roles or iterations
• Software dev teams who use Kanban to
become more Agile often act quite Scrum-my
WHERE’S THE CONFLICT? You can
do both.
25. Team Members and Stakeholders can:
The Phoenix Project: A Novel About IT, DevOps,
and Helping Your Business Win
Gene Kim, Kevin Behr, George Spafford
Implementing Lean Software Development:
From concept to cash
Mary and Tom Poppendieck
Kanban: Successful evolutionary change for your
technology business
David J. Anderson
LeanKit.com for blog posts, case studies, and more!
FURTHER LEARNING
Thank You!