How to create your first Personal Kanban and visualize your work. Entry level for the book "Personal Kanban: Mapping Work | Navigating Life".
More at http://personalkanban.com
These slides are some examples on how to use and create a workable Kanbanboard.
We have used some kind of stop-motion-animation and the intent is that you should move through the slides fairly quickly for best effect.
Read more on http://www.marcusoft.net/2010/03/practical-kanban-some-kanban-boards-in.html
Me and Joakim Sundén has now written a book on kanban (http://bit.ly/theKanbanBook). The book is similar to this presentation in that it's very pragmatical and practical. I hope you like it.
Kanban is the simplest approach which is currently used in software development. Since Kanban prescribes close to nothing there are often a lot of basic questions about the method.
The presentation depicts what Kanban is generally using Scrum as a reference point. Then it presents a series of situations to answer basic questions about working with Kanban
While Kanban is gaining more and more traction in the tech industry, we start to experience the same challenges as when the popularity of Agile started to rise. People get interested and ask "What is this Kanban thing I see popping up everywhere?". As soon as they learn the basics about it, the human brain does what it always does when processing information. It compares to what it already knows. This is where we lose our ability to learn something without prejudice. We come up with arguments why these new idea are not as good as the ones we are used to. In this presentation, I will cover 5 of the most common arguments against Kanban and explain why they are flawed, by exploring Kanban in depth. You will learn how to respond to these questions and get a more profound knowledge on the foundations of Kanban.
Kanban 101 workshop by John Goodsen and Michael Sahota.
This covers everything you will need to know to play Russell Healy's Kanban Game: visualizing the work, metrics, and creating explicit policies.
Slides are available on request. Please email me.
How to create your first Personal Kanban and visualize your work. Entry level for the book "Personal Kanban: Mapping Work | Navigating Life".
More at http://personalkanban.com
These slides are some examples on how to use and create a workable Kanbanboard.
We have used some kind of stop-motion-animation and the intent is that you should move through the slides fairly quickly for best effect.
Read more on http://www.marcusoft.net/2010/03/practical-kanban-some-kanban-boards-in.html
Me and Joakim Sundén has now written a book on kanban (http://bit.ly/theKanbanBook). The book is similar to this presentation in that it's very pragmatical and practical. I hope you like it.
Kanban is the simplest approach which is currently used in software development. Since Kanban prescribes close to nothing there are often a lot of basic questions about the method.
The presentation depicts what Kanban is generally using Scrum as a reference point. Then it presents a series of situations to answer basic questions about working with Kanban
While Kanban is gaining more and more traction in the tech industry, we start to experience the same challenges as when the popularity of Agile started to rise. People get interested and ask "What is this Kanban thing I see popping up everywhere?". As soon as they learn the basics about it, the human brain does what it always does when processing information. It compares to what it already knows. This is where we lose our ability to learn something without prejudice. We come up with arguments why these new idea are not as good as the ones we are used to. In this presentation, I will cover 5 of the most common arguments against Kanban and explain why they are flawed, by exploring Kanban in depth. You will learn how to respond to these questions and get a more profound knowledge on the foundations of Kanban.
Kanban 101 workshop by John Goodsen and Michael Sahota.
This covers everything you will need to know to play Russell Healy's Kanban Game: visualizing the work, metrics, and creating explicit policies.
Slides are available on request. Please email me.
Finding a way to do things more efficiently is important - no matter what business you are in or what kind of projects you do.
Check out the basic Kanban principles that might change the way you work.
Good luck!
Implementing Kanban to Improve your WorkflowJennifer Davis
Tutorial from LOPSA East
System, network, and security senior engineers manage intricate relationships ensuring that everything from simple tasks to complex projects gets completed in a timely manner. In this workshop, we will talk about using agile processes to identify, visualize, and improve work.
Outline:
Overview of the kanban process. What is kanban?
Identify common problems.
Define common terminology explicitly.
Work through common problems as a group using kanban.
Identify metrics for improvement.
Review, next steps, additional resources.
At the end of this tutorial, attendees will have a solid understanding of kanban and agile processes to take back to their environments.
Kanban method in four easy steps. Enjoy kanban.
Kanban in 4 easy steps is one of the most popular Kanban presentations. Learn how to successfully implement Kanban in your business process or life. Get to know basic Kanban principles and to see how easily you can improve your productivity using Kanban boards.
Product Owner in Agile/Scrum is the single person responsible for maximizing the return on investment (ROI) of the development effort
Responsible for product vision
Constantly re-prioritizes the Product Backlog, adjusting any long-term expectations such as release plans
Final arbiter of requirements questions
Decides whether to release
Decides whether to continue the development
Considers stakeholder interests
May contribute as a team member
Has a leadership role
Must be available to the Team at any time
Brief overview of Scrum
Overview of Kanban principles and practices
Comparison of Scrum and Kanban
Overview of Scrum with Kanban
Basic Metrics of Flow
Visualizing Metrics of Flow
Experience Report
Imported from Japan, Kanban is an agile methodology that is gaining a lot of traction. Kanban, or Japanese for signal card, is a process that focuses on transparency and limiting the work in progress. By utilizing Kanban, you can pinpoint the bottlenecks and address them easily. In this session you will learn what Kanban is, how it evolved from its roots in the Toyota Production System (TPS) and lean manufacturing to software development, Kanban’s benefits, and how best to implement a Kanban system. We’ll also discuss when not to use Kanban and how to modify other agile methodologies, such as Scrum, to be used in conjunction with Kanban.
In this presentation, Roni explains the basics of Kanban and the principles governing the application of Kanban for process improvement. We also look at a comparison between Scrum and Kanban and visit the basic differences between them.
It includes pointers telling what’s wrong with the current system, history of Kanban, introduction to Kanban, benefits of using Kanban, practices used in Kanban, principles of Kanban, how is Scrum different from Kanban. The tutorial begins with details about the current system and what’s wrong with it. It includes pointers like burnout, low throughput, unidentified bottlenecks, too much work which tell what’s wrong with the current system.
Followed by is a section about the history of Kanban which includes points like how the name originated, who discovered it, design, visual signals, based on which system. Resulting in an introduction section which talks about Kanban, what method it uses, scheduling system, what it consists of, amount of work, identification etc. Next comes the benefits section which includes the benefits of using Kanban like helps in visualizing the system, allows to evaluate, identify bottlenecks, establish trust in process etc.
Afterwards there is a section about Kanban practices. It includes practices used in Kanban like visualize, limit WIP in each phase of development, managing flow by keeping it under monitor, make policies explicit, improve collaboratively through the use of scientific models and some terms like lead time, cycle time, throughput etc. Moreover, it also includes the board for easy visualization, story card for keeping track, charts for measurement, control charts to measure average time taken for each task, cumulative flow diagrams showing relative amount of work.
Then comes the principles of Kanban. It includes principles which should be used in Kanban like agree to pursue incremental, evolutionary change, optimize what already exists, respect the current process, roles, responsibilities, leadership at all levels to empower the workforce to bring about change. The last section of this tutorial is Scrum vs Kanban. It explains how scrum is different from Kanban by giving pointers like Scrum prescribes roles, time boxed iterations, backlog items must fit, limit WIP in a different way. It also includes pointers giving reason why it shouldn’t matter because emphasis should be on the goal and not the tool.
Getting things done - A narrative summarySameer Mathur
A narrative chapter-by-chapter summary of David Allens Best selling book "Getting Things Done". Highlights the different models and workflows presented by Allen to generate stress free productivity
Introducing GTD®
* “If my mind had a mind, I wouldn’t need
a system.” – David Allen
* GTD® is the popular shorthand for
Getting Things Done®
* “…a powerful method to manage
commitments, information, and
communication.”
Kanban is a tool that allows you to fully visualize the status of your processes through a board with dynamic columns that make all tasks and processes steps clear.
Finding a way to do things more efficiently is important - no matter what business you are in or what kind of projects you do.
Check out the basic Kanban principles that might change the way you work.
Good luck!
Implementing Kanban to Improve your WorkflowJennifer Davis
Tutorial from LOPSA East
System, network, and security senior engineers manage intricate relationships ensuring that everything from simple tasks to complex projects gets completed in a timely manner. In this workshop, we will talk about using agile processes to identify, visualize, and improve work.
Outline:
Overview of the kanban process. What is kanban?
Identify common problems.
Define common terminology explicitly.
Work through common problems as a group using kanban.
Identify metrics for improvement.
Review, next steps, additional resources.
At the end of this tutorial, attendees will have a solid understanding of kanban and agile processes to take back to their environments.
Kanban method in four easy steps. Enjoy kanban.
Kanban in 4 easy steps is one of the most popular Kanban presentations. Learn how to successfully implement Kanban in your business process or life. Get to know basic Kanban principles and to see how easily you can improve your productivity using Kanban boards.
Product Owner in Agile/Scrum is the single person responsible for maximizing the return on investment (ROI) of the development effort
Responsible for product vision
Constantly re-prioritizes the Product Backlog, adjusting any long-term expectations such as release plans
Final arbiter of requirements questions
Decides whether to release
Decides whether to continue the development
Considers stakeholder interests
May contribute as a team member
Has a leadership role
Must be available to the Team at any time
Brief overview of Scrum
Overview of Kanban principles and practices
Comparison of Scrum and Kanban
Overview of Scrum with Kanban
Basic Metrics of Flow
Visualizing Metrics of Flow
Experience Report
Imported from Japan, Kanban is an agile methodology that is gaining a lot of traction. Kanban, or Japanese for signal card, is a process that focuses on transparency and limiting the work in progress. By utilizing Kanban, you can pinpoint the bottlenecks and address them easily. In this session you will learn what Kanban is, how it evolved from its roots in the Toyota Production System (TPS) and lean manufacturing to software development, Kanban’s benefits, and how best to implement a Kanban system. We’ll also discuss when not to use Kanban and how to modify other agile methodologies, such as Scrum, to be used in conjunction with Kanban.
In this presentation, Roni explains the basics of Kanban and the principles governing the application of Kanban for process improvement. We also look at a comparison between Scrum and Kanban and visit the basic differences between them.
It includes pointers telling what’s wrong with the current system, history of Kanban, introduction to Kanban, benefits of using Kanban, practices used in Kanban, principles of Kanban, how is Scrum different from Kanban. The tutorial begins with details about the current system and what’s wrong with it. It includes pointers like burnout, low throughput, unidentified bottlenecks, too much work which tell what’s wrong with the current system.
Followed by is a section about the history of Kanban which includes points like how the name originated, who discovered it, design, visual signals, based on which system. Resulting in an introduction section which talks about Kanban, what method it uses, scheduling system, what it consists of, amount of work, identification etc. Next comes the benefits section which includes the benefits of using Kanban like helps in visualizing the system, allows to evaluate, identify bottlenecks, establish trust in process etc.
Afterwards there is a section about Kanban practices. It includes practices used in Kanban like visualize, limit WIP in each phase of development, managing flow by keeping it under monitor, make policies explicit, improve collaboratively through the use of scientific models and some terms like lead time, cycle time, throughput etc. Moreover, it also includes the board for easy visualization, story card for keeping track, charts for measurement, control charts to measure average time taken for each task, cumulative flow diagrams showing relative amount of work.
Then comes the principles of Kanban. It includes principles which should be used in Kanban like agree to pursue incremental, evolutionary change, optimize what already exists, respect the current process, roles, responsibilities, leadership at all levels to empower the workforce to bring about change. The last section of this tutorial is Scrum vs Kanban. It explains how scrum is different from Kanban by giving pointers like Scrum prescribes roles, time boxed iterations, backlog items must fit, limit WIP in a different way. It also includes pointers giving reason why it shouldn’t matter because emphasis should be on the goal and not the tool.
Getting things done - A narrative summarySameer Mathur
A narrative chapter-by-chapter summary of David Allens Best selling book "Getting Things Done". Highlights the different models and workflows presented by Allen to generate stress free productivity
Introducing GTD®
* “If my mind had a mind, I wouldn’t need
a system.” – David Allen
* GTD® is the popular shorthand for
Getting Things Done®
* “…a powerful method to manage
commitments, information, and
communication.”
Kanban is a tool that allows you to fully visualize the status of your processes through a board with dynamic columns that make all tasks and processes steps clear.
I recently gave a KeyNote presentation at Agile Noida 2014. This is the presentation that I used there and talks about Personal Kanban and its effectiveness.
Sample slides from Bo Adams and Meghan Cureton re: curiosity-based learning and employing the Innovator's DNA traits as practices for deepening curiosity, enhancing innovation, and rethinking construction of school curriculum.
Neuroscience offers some new insights into the challenge of change and strategy execution in organisations. This article, part 1 of a three part series, explores why people cannot see the future as clearly as the change leader expects.
Research says discussing our Favorite Things makes us feel good! Learn how to bolster your feel-good feelings & ignite others' by creating space to discuss favorite things. This helps with: resume writing, networking, interviewing, & self care.
Reignite your desire to improve (NDC Sydney 2018)Richard Banks
"We're doing pretty well. There's not much to improve on" #sigh
It's so, so easy to get improvement fatigue. To become overly familiar and comfortable with the little dysfunctions in how you and your team work. To stop improving and start missing out on the fresh ideas and experiments that could elevate your team beyond the level they're currently working at.
Let's explore the common problems teams often become comfortable with, and ideas for addressing them. Let's explore what you could try that can help your team think differently, to challenge the status quo, and to help you and your team reinvigorate your desire to improve and to raise your game to the next level!
Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14)Claudio Perrone
Slides I presented this week for the Lean Kanban Central Europe 2014 #lkce14 conference in Hamburg (and subsequently at Build Stuff in Vilnius) about Lean Management with A3 Thinking and Popcorn Flow. It consolidates some of my latest thoughts on the matter.
You may also be interested in the article that InfoQ published shortly after: http://www.infoq.com/news/2014/11/lean-thinking-change
We’ve collaborated on design research for 15 years—now we have 15 lessons learned to make you more awesome.
Whether you’re just starting out or have years of experience, come to find out our lessons learned (with examples, strategies, and resources) to be even more effective as a design researcher.
Where our hard-earned lessons come from: We’ve done research at startups, large corporations, agencies and as independent consultants. We’ve done everything from ethnography to usability to optimization to hybrid experiments. We do research in-person, in groups, online, in labs, coffee shops, living rooms and offices. We do research globally and locally. We do research to support feature and product design, product strategy, communication, content, brand—whatever needs to be informed, we inform it.
We're passionate about design research and want to help you be a great researcher because time is ticking—get out there and be awesome!
What if someone told you that you have the power to capture everything that you need to track or remember everything that is in your physical inbox, e-mail inbox, tape recorder, notebook, PDA or any combination of these? In addition to that, you can immediately access that information to get you started immediately? David Allen outlines the philosophies on Getting Things Done.
This slidedeck how Program Management as teams and organizations Agile thinking. It helps understand both qualitative and quantitative aspects of Program Management.
Flow - the secret sauce for business agilitySudipta Lahiri
We discuss how Flow is essential to improving an organization's ability to improve its Agility. We discuss two dimensions of flow - flow of work and people experiencing flow. We discuss some of the impediments for both these dimensions and how one could work through them.
Digital transformation for the next decadeSudipta Lahiri
In this talk, I cover the Digital Transformation trends that we will see in the next decade in the context of the changes that we can expect to see in the environment around us. We then talk about how do organizations need to prepare to be able to take advantage of these trends.
Estimation - Delivering Business Agility without EstimationSudipta Lahiri
In this presentation, we explain how Estimation used to be done, its futility, what insights do we learn from the Lean-Agile BoK and how Agility can be delivered without Estimation. Business Leaders still need an understanding of effort, cost and timeline... and all these can be delivered without wasting time on Estimation.
Getting requirements right for business agilitySudipta Lahiri
In this slidedeck, we help explain how our messaging to the Leadership team, that is largely experienced in conventional ways of software development, must change to help them understand how Lean-Agile thinking drive Business Agility. This specific presentation is focussed on how the messaging around Requirements needs to change!
There is a lot of discussion around changing the team mindset! Its become boring... question is - how do you go about doing it. In this presentation that I did at ANI's Online Conference for Team Mindset, I highlight some of things that we did at Digite to help individuals (and teams) make that shift. I am sure different organizations have tried many other things but if you try these, I am confident it would take you a small step forward.
Upstream: Shifting-left towards organization agilitySudipta Lahiri
In this talk, I explain how focusing on Upstream helps the team's move forwards it's objective of Organization Agility. I start by explaining Upstream (vs Downstream), some of it characterestics, the criteria of a good Upstream execution. I finish the talk with prioritisation techniques that can be used in the Upstream process.
Flow Debt is a concept for Kanban systems to understand why CT histograms do not get better despite taking a lot of the obvious steps. Hope you find this useful.
In this Keynote given at Agile Gurugram 2018, I discuss the importance of VSM to Lean/Agile transformation. I explain common areas of confusion and highlight best practices around application of VSM to Knowledge Services.
Understand why we keep missing deadlines; what is the element that keeps making us give incorrect dates and how we can estimate better with mathematical basis!
There in an obsessions to jump to implementation of CI, CD tools when we talk about DevOps. In this talk, I focus on the many aspects that one needs to focus on when going on a DevOps journey
I gave this presentation at Agile Noida 2016. Toyota Kata, as articulated by Mike Rother, is an approach to establish a culture of Continuous Improvement. In this talk, I have tried to identify a few simple practices that Lean/Agile teams can adopt to help establish a Continuous Improvement culture.
This is a training that I conducted on Agile Testing. There is a lot of confusion around how Testing Professionals are impacted when they move from Traditional development models to Agile development models. This training attempted to clear some of the confusion around that.
Training - Introducing Agile, Lean and KanbanSudipta Lahiri
This is a presentation that I did for a team to introduce them to Agile, Lean and Kanban, It covers these these 3 areas, how they overlap and then gets into greater details about the Kanban Method.
I recently spoke at Symbiosis University on how WCM (World Class Manufacturing) is being applied to the software industry.
World Class Manufacturing [WCM] is the collective term for the most effective methodologies and techniques to realize the objectives of: A) Products of consistent high quality B) Delivery on Time of the desired quantity and C) Product at the lowest cost. The commonly knows WCM methodologies and techniques are TPM, Kaizen, TQM, Six Sigma, JIT, and Lean Manufacturing.
This presentation shares how the software industry and been adopting many practices from the above techniques over the last decade.
Welcome to the Program Your Destiny course. In this course, we will be learning the technology of personal transformation, neuroassociative conditioning (NAC) as pioneered by Tony Robbins. NAC is used to deprogram negative neuroassociations that are causing approach avoidance and instead reprogram yourself with positive neuroassociations that lead to being approach automatic. In doing so, you change your destiny, moving towards unlocking the hypersocial self within, the true self free from fear and operating from a place of personal power and love.
https://bit.ly/BabeSideDoll4u Babeside is a company that specializes in creating handcrafted reborn dolls. These dolls are designed to be incredibly lifelike, with realistic skin tones and hair, and they have become increasingly popular among collectors and those who use them for therapeutic purposes. At Babeside, we believe that our reborn dolls can provide comfort and healing to anyone who needs it.
The Healing Power of Babeside's Handcrafted Creations
Our reborn dolls are more than just beautiful pieces of art - they can also help alleviate stress, anxiety, depression, and other mental health conditions. Studies have shown that holding or cuddling a soft object like a stuffed animal or a reborn doll can release oxytocin, which is often referred to as the "love hormone." This hormone helps us feel calm and relaxed, reducing feelings of stress and anxiety.
In addition to their physical benefits, reborn dolls can also offer emotional support. For many people, having something to care for and nurture can bring a sense of purpose and fulfillment. Reborn dolls can also serve as a reminder of happy memories or loved ones who have passed away.
1. Execute with a free mind…1
As to the methods, there may be a
million and then some, but principles
are few. The man who grasps
principles can successfully select his
own methods. The man who tries
methods, ignoring the principles, is
sure to have trouble!
- Ralph Waldo Emerson
2. About myself…
25+ years in the industry
Agile/Lean practitioner (85%)
Development of SwiftKanban and SwiftALM
products
Head of Professional Services
Head of Products
Agile/Lean Student (15%)
Organize the LimitedWIP Societies in India
2
7. Some try different methods...
Some ask for help...
http://homemakersdaily.com/wp-content/uploads/2013/10/Schedule-Overload-515x344.jpg
http://diyorganization.com/wp-content/uploads/2011/06/help-sign-man-buried-in-paper-picture-225x300.jp
7
10. 1st principle: Visualize your
work!
According to research using brain
imagery, visualization works because
neurons in our brains, those electrically
excitable cells that transmit information,
interpret imagery as equivalent to a real-
life action. When we visualize an act, the
brain generates an impulse that tells our
neurons to "perform" the movement.
Whether you're a student, businessperson,
parent or spouse, visualization will keep
you tethered to your goal and increase
your chances of achieving it. The power of
visualization is available to all people.
There are two types of visualization...
The first method is ”outcome visualization” and involves
envisioning yourself achieving your goal. To do this,
create a detailed mental image of the desired outcome
using all of your senses.
The second type of visualization is ”process visualization”.
It involves envisioning each of the actions necessary to
achieve the outcome you want. Focus on completing each
of the steps you need to achieve your goal, but not on the
overall goal itself.
10
11. Work is no more an amorphous concept – it has a definite shape,
a form and a storyline and a flow. This gives work coherence,
which is powerful. The brain can then take this new coherence
and based upon it make decisions. Prioritization becomes easier,
tasks become less daunting.
Jim Benson
11
12. 2nd principle: Limit your WIP!
Multi-tasking is not an asset!
STOP Starting; START Finishing
Hidden WIP!
http://agileprague.com/a-practical-introduction-to-kanban.htm
12
13. People who are regularly bombarded with
several streams of electronic information do
not pay attention, control their memory or
switch from one job to another as well as
those who prefer to complete one task at a
time
"They're suckers for irrelevancy,"
"Everything distracts them."
The researchers are still studying
whether chronic media multitaskers are
born with an inability to concentrate or
are damaging their cognitive control by
willingly taking in so much at once. But
they're convinced the minds of
multitaskers are not working as well as
they could.
"When they're in situations where
there are multiple sources of
information coming from the
external world or emerging out of
memory, they're not able to filter out
what's not relevant to their current
goal," ... “That failure to filter means
they're slowed down by that
irrelevant information."
13
14. Why is it that between 25% and 50%
of people report feeling overwhelmed
or burned out at work?
It’s not just the number of hours
we’re working, but also the fact that
we spend too many continuous
hours juggling too many things at the
same time.The biggest cost — assuming you don’t crash
— is to your productivity. In part, that’s a simple
consequence of splitting your attention, so that
you’re partially engaged in multiple activities
but rarely fully engaged in any one. In part, it’s
because when you switch away from a primary
task to do something else, you’re increasing
the time it takes to finish that task by an
average of 25 per cent.
But most insidiously, it’s because if
you’re always doing something,
you’re relentlessly burning down
your available reservoir of
energy over the course of every day,
so you have less available with every
passing hour.
14
15. I will add a 3rd dimension: Flow
15
Conversely, when the challenge is substantially higher than our skill, we
become anxious. And when the two are relatively balanced, we find
ourselves in a state of "flow," where we lose track of time and become fully
absorbed in the activity. This is the state we're referring to when we say
we're "in a groove" or "in the zone." While Csikszentmihalyi's research has
shown a number of advantages to cultivating opportunities to experience
flow, Lyubomirsky's work shows that more flow experiences result in greater
happiness.
When we chart our mental state during activities that
present us with a varying level of challenge relative to
our skill we find that when our skill is substantially
higher than the challenge being posed, we become
bored.
http://www.edbatista.com/2010/09/happiness.html
21. Step 2: Identify my different work
types...
Do I treat them
same?
Office work
Project work
Corporate Stuff
Personal work
Personal projects
One-off tasks
Some for the family
They have different
nature...
One time
Recurring
21
22. Step 3: Plan for recurring tasks
Added a (swim) lane
for “Recurring
Tasks”...
22
26. Lets go back to my work
types...
Do I treat them
same?
Office work
Project work
Corporate Stuff
Personal work
Personal projects
One off tasks
Some for the family
They have different
nature...
One time
Recurring
Use colors to distinguish between the work types!
28
28. Projects: consider a “staged”
process (Value Stream)
If you have work in projects going through
repetitive stages, you can define them in a
staged manner
Staged based execution gives greater control
30
32. Moving ToDo(s) from PostIts to
Board34
I realized
that about
30% of what
I had on my
stickies are
obsolete!
Time to start
saying “NO”
So, periodically
look at this lane
and delete what
has become
obsolete!
What we also see is that if tickets
aren’t done within the month
they’re put on the Personal
Kanban, they probably won’t get
done. You’re better off making a
second board called “Things I
might want to do some day”
– Jim Benson
33. Having moved all my work to the
Board…
Office work
Project work
Corporate Stuff
Personal work
Personal projects
One off tasks
Some for the family
One time
Recurring
… STOP Starting; START Finishing
35
36. Clean the “Done” lane end of
week...38
Reflect on all that you have been able to
accomplish
http://www.personalkanban.com/pk/wp-content/uploads/2014/08/Done-Column-Daily-Weekly-Review.p
37. Flag your “Promises”!
39
Important to stick to commitments/specific
deadlines!
Flag them on the card with the Due Date
40. 1S: Sort and clean
42
Throw your junk cards away
If you have used (or still use) different ways of
keeping track of your tasks, get rid of them
Do a spring clean, if it’s a task, put it in your
Personal Kanban (the backlog, if it’s for later on),
if it’s useless information, dump it
Trust your board; that should be your “go to”
place
41. 2S: Straighten
Bring things in order
Make everything
“easily” accessible
in an order
A corner in your
room is a bad idea
for a Personal
Board!
Use an online tool…
… with a mobile
version!
43
42. 3S: Shine
44
Keep your Personal Kanban tidy and in good
shape.
Look at it, everyday...
Is still a representation of your work?
If tasks become obsolete, drop them.
Rearrange what’s left... reorder it... make it look
good.
43. 4S: Standardize
45
Define for yourself a method/working pattern
and stick to it
You want to be able to rely on the information
your Personal Kanban gives you to make your
decisions.
44. 5S: Sustain
46
The most difficult part…
Sustain the effort
Keep things clean and tidy; stick with “your”
system
Commit to what you are trying to achieve
Without discipline, your method will
deteriorate over time and fall back into chaos
45. … but the mind was still always
overwhelmed, anxious!
Too many things to, too little time to
do!
It was going OK….47
46. Learning from GTD!48
The art of resting the mind and the
power of dismissing from it all care
and worry is probably one of the
secrets of our great men
- Capt. J.A.Hatfield
47. GTD(Getting Things Done)
49
A method from David Allen
GTD is a total work-life management system that
transforms overwhelm into an integrated system
of stress-free productivity.
- - gettingthingsdone.com
We choose some best practices that will make our
Personal Kanban system, stronger and resilient
Not the complete system
48. 50
The Paradox:
Higher quality of life BUT we take more than we
can chew STRESS!
Work has no clear boundaries
No edges creates work for all!
Almost every project can be done better….
Leaving you feeling “wish I knew this!”
Problem: Infinite demand; finite
resources!
50. Problem: Infinite demand; finite
resources!
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There is one thing we can do, and the
happiest minds are those who can do this
to the limit of their ability – we can be
“completely” present. We can be all here.
We can give…. our attention to the
opportunity before us.
- Mark Van Daren
51. Why things are on our mind?
54
This consistent, unproductive preoccupation with
all the things we have to do is the single largest
consumer of time and energy
- - Kerry Gleeson
Thought is useful when it motivates action and a
hinderance when it substitutes for action
- - Bill Raeder
So, transform all the “stuff” in your mind into a
clear inventory of actions, projects, usable
information
52. Step 1: Capture
55
Get it out of you mind…do a “Mind Sweep”
To an identified repository!
The repository you choose, must be with you,
ALWAYS
Notepads, smartphone devices… for me, I had my
“mobile” SwiftKanban always with me
53. Step 2: Process the Item
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Identify if its actionable or not
Many of these would be related to a Project
A series of tasks need to happen to get an “outcome”;
define the “outcome”
“Waiting For” – Person or a Date
Make a note and RELAX!
2min rule!
54. Defining a context…
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Defining a context helps you focus on “what”
you need to do when you are in that specific
context
Recommended by GTD:
Work OR Home
Call OR @ Computer OR Errands OR Agendas
Waiting For
56. Refactoring my Board, again…
59
• Moved Waiting for to a separate lane;
• In Waiting For, if something is waiting for
an external event, it is blocked. No block
if it just waiting for a date to finish but set
that date so that you know when to do
something about it and not look for it
everyday…
57. Refactoring my Board… the last
one60
27-10-201660
Moved Agenda
items out of the
WIP limits
59. Benefits for the PK
practitioners…62
Boost your productivity to the next level…
Practice “mind sweep” Execute with a free
mind
Use mind to do stuff; not to remember stuff
By defining your context, you are ready to execute
when you are in that context
Don’t worry about anything else
Trust the system that its all in there
You might initially miss some but with a
60. Benefits for GTD practitioners
63
Visualization… see how much “stuff” you got to do!
Work is no longer amorphous; it’s a card…
You drag/drop from one lane to another as your progress
Define WIP limits; if you are overwhelmed, reassess, de-
prioritize what you can
Recall: one of the greatest source of dissatisfaction is
not being able to meet commitments!
Flow: When work flows and you move cards to “Done”,
experience a sense of accomplishment
61. Let me finish by saying…
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http://www.edbatista.com/2010/09/happiness.html