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
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
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
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.
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?
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.
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.
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
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
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.
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?
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.
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.
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
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
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
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
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
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.
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.
"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
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
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.
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.
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
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
Key Note - PMI Congress Poland - The Role of the Project Manager with KanbanDavid Anderson
Kanban systems are used to improve service delivery in creative knowledge work. This presentation looks at how use of Kanban affects the role of a project manager. It takes a look at how planning, scheduling, estimating, issue and risk management are affected by adopting Kanban.
An introductory session about Social Engineering presented at ICT Nuggets Forum - Khartoum, organized by Duko team. We talked about what is social engineering? terms related to it? and how attacks can bee carried. We also told a lot of stories about successful social engineering attacks and how much damage they did. Finally we talked about how to protect yourself and your company social engineering attacks.
Social Engineering: the Bad, Better, and Best Incident Response PlansRob Ragan
One of today's most challenging security issues is social engineering defense. Despite evidence proving the impact of a social engineering attack, we often see inadequate incident response plans in place. In this talk, we will share our experiences about what organizations are doing when (or, more commonly, if) they detect an attack, steps to strengthen the social engineering defensive strategy, and what best practices to enforce for the strongest possible security posture.
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.
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
CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies
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
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
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
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.
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.
"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
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
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.
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.
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
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
Key Note - PMI Congress Poland - The Role of the Project Manager with KanbanDavid Anderson
Kanban systems are used to improve service delivery in creative knowledge work. This presentation looks at how use of Kanban affects the role of a project manager. It takes a look at how planning, scheduling, estimating, issue and risk management are affected by adopting Kanban.
An introductory session about Social Engineering presented at ICT Nuggets Forum - Khartoum, organized by Duko team. We talked about what is social engineering? terms related to it? and how attacks can bee carried. We also told a lot of stories about successful social engineering attacks and how much damage they did. Finally we talked about how to protect yourself and your company social engineering attacks.
Social Engineering: the Bad, Better, and Best Incident Response PlansRob Ragan
One of today's most challenging security issues is social engineering defense. Despite evidence proving the impact of a social engineering attack, we often see inadequate incident response plans in place. In this talk, we will share our experiences about what organizations are doing when (or, more commonly, if) they detect an attack, steps to strengthen the social engineering defensive strategy, and what best practices to enforce for the strongest possible security posture.
Social Engineering - Human aspects of grey and black competitive intelligence. What is social engineering? How it is used in the context of competitive intelligence and industrial espionage? How to recognize HUMINT / social engineering attacks? Which governments are known to use it?
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.
Agila kontrakt - Frukostföreläsning för IT-cheferMia Kolmodin
Föreläsningen var ett smakprov på vad vi kommer att gå igenom på kursen "Certifierad Agil Beställare" i mars 2015. <a>Boka din plats nu för att lära dig mer.</a>
Vi tror att många stora företag och framför allt myndigheter har mycket att vinna på att upphandla på effekt i stället för fast scope. Vi påvisade nyttan med att fokusera på effekt och gav 5 tips på hur man kan säkerställa att rätt produkt byggs och att man uppnår önskade effekter. Vi visade också på vad forskningen säger om sambandet mellan goda relationer och samarbete och bra leveranser, samt även hur man inom LOU med hjälp av Agila kontrakt även kan undvika att beställa en lösning, man kan istället tillsammans med leverantören ta reda på vad man behöver bygga och beställa på effekt. Samt självklart ett smakprov på vilka Agila kontrakt som finns i dag.
How OSINT will play an important role in the future, helping to predict, prevent and react against incidents that threaten the Global security.
The presentation will delve into the tools and techniques that enable OSINT practitioners to measure the Global security signals conveyed by the Internet. Multiple facets of information dissemination, collection, analysis and interpretation will be examined, with a focus on the security dimension of the information.
Presentation at the Bernadotte Academy in 2007 by Infosphere CEO Mats Björe about the concept of OSINT. Examples from tools like Silobreake is included
For years security professionals have been telling us not to follow links or open attachments from untrusted sources, not to click “Ignore” on your browser’s security pop-ups, and not to insert untrusted thumb drives into your USB ports. Do you want to see what can happen with your own eyes? This lunch hour session will show you how to download, install, configure, and use the basic features of Dave Kennedy’s open source hacker tool, the Social Engineering Toolkit.
Talk in The Social-Engineer Village at DEF CON 24
http://www.social-engineer.org/social-engineer-village/
[Overview]
As a Japanese security consultant, one of my research questions in social engineering is whether or not cultural difference becomes the barrier for social engineering. It is because the malicious practice of social engineering is different between in Japan and the U.S. I think it is true. Since I have the both experience of being the company in Japan and the U.S., I would like to consider various technique of social engineering from both cultural glasses, such as tailgating, phishing or vishing method. In my talk, I would like to discuss the workability of several social engineering techniques from both Japanese and U.S. culture. It will support the cultural difference can become the barrier or vulnerable weakness.
This is a talk about how to identify and differentiate between Transformation and Adoption. Many change agents and companies are using this term interchangeably. This talk is a sincere effort to bring out the subtle difference between the two.
We will also discuss about some advantages and disadvantageous of Adoption and Transformation. We will also look at some criteria to select a suitable model that can work for you. The discussion will be mainly based on Schneider model and impact of organization culture on change management.
We will discuss about different agile adoption patterns and change patterns. We will also focus on how different is Scrum and Kanban, on what scenario it yields the best results.
This talk will give you very pragmatic, easy to use, handy tools and checklists which can be used to analyze and improve your current state of change management.
Virtual Health + Care Design School - Week 7: Bring it all TogetherDesign Lab
Review of Activity of the Week 6
Guest Speaker: Dr. Alika Lafontaine
Where is a world out there we don't see: Scotoma
Short video: You are listening to real patients
Momentum vs. Moments
What happens after?
Tools for Inspiration
Pro-tips
Key Takeaways
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.
Lean Agile Mindset (Project Managment).pptxKnoldus Inc.
Lean-agile mindset is a way of thinking that emphasizes speed, flexibility, and customer focus. In this session we will go through combination of beliefs, attitudes, actions, and assumptions that are inspired by the agile manifesto and lean thinking.
This day is all about the “Agile Mindset”, but what about the “Kanban Mindset?” What’s the same and what is different? Kanban is certainly consistent with the “Agile Mindset,” but also brings in concepts from Lean and other management approaches.
Join Todd as he shares how the Kanban Method focuses on the following areas in order to drive continuous improvement:
Understand the system
Manage the flow of value
Balance Demand and Capacity
Limit WIP to improve predictability
Find and address bottlenecks
Make Policies Explicit
Incremental improvement through experiment and measurement
Double loop learning (process improvement & product improvement)
Scale through the enterprise
More details:
https://confengine.com/agile-india-2019/proposal/8214/the-kanban-mindset
Conference link: https://2019.agileindia.org
Transformation vs adoption agile india 2014 :How to use the Culture ModelEbin John Poovathany
This presentation is about getting to know about the culture models and the impact of that in the agile transformation and adoption. You will get some easy to use and handy tools which can be used to turn around your transformation and Adoption.
Topics covered at Agile Humans Days 2019: Sustainable Agile, a moral call to the Agile Community; Business agility; Culture change & consciousness; Running a business with a conscious mindset; Virtuous circles of value creation.
We Power Tech: Lightning Talks with Executive Women in Tech (WPT201-S) - AWS ...Amazon Web Services
Diversity in technology often starts with a focus on women. How do we prioritize the inclusion of women from all communities (race, gender identity, ability status, and other underrepresented and intersectional communities) on technical teams? What can leaders do—from cultivating the pipeline, to hiring, to developing internal strategies—to make the future of tech more diverse and inclusive? Hear from successful executive technical leaders as they explore their journeys through the industry. Leave with solutions on how to prioritize inclusion and drive results. This session is brought to you by AWS partner, Accenture.
The Missing Link Between Governance and Agile CultureJeremy Pullen
Governance and Agile have a common enemy -- the unwillingness of political organizations to make policies explicit. While there may be differences of opinion around the specificity and prescriptiveness of those policies, the fact remains that those in the governance and agile worlds share many common goals that should be used as a point of bridging between those two worlds.
INNOVATION ROOTS | Webinar | Three Secrets of Agile Leaders | Peter StevensInnovation Roots
Overview:
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets, and three tips to apply agility to your life and work and unlock your potential as an executive or a manager.
Learning Objectives:
1. Connect agility at the personal, the team and the organizational level
2. Experience how the same challenges that led to poor performance in software development 30 years ago still plague the management of most organizations today.
3. Learn 3 simple techniques to unlock the potential of management.
4. Learn the key concepts and principles of Personal Agility
Similar to Social engineering with in for kanban (20)
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.
Janice Linden-Reed's presentation at Lean Kanban Central Europe describing the feedback mechanisms in the Kanban Method used with Enterprise Services Planning to evolve to a business to be "fit for purpose" constantly sensing & responding to political, economic & market changes
Enterprise Services Planning - Scaling the Benefits of KanbanDavid Anderson
My latest key note providing an overview of the Enterprise Services Planning (ESP) vision, together with the first public release of the 2nd edition of the Kanban Method (Kanban 2.0). The power in ESP is in its simplicity! Lean Kanban - power in simplicity! Lean Kanban - the alternative path to agility!
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
Fitness for purpose, aligning capability to customer expectations. How evolutionary processes reveal that the fitness for purpose of a business has both a product/service component and a service delivery component. Kanban systems have been shown to help improve service delivery. This presentation shows how to derive and use the correct metrics to guide process improvements and steer service delivery methods to be fitter for purpose
Making Better Decisions - Understanding Fitness for Purpose, Aligning Capabil...David Anderson
This is an update to my Modern Management Methods 2014 talk in San Francisco. It includes an example kanban system based on lead time distribution and demand analysis.
Making Better Decisions - understanding "fitness for purpose", matching strat...David Anderson
Modern Management Methods 2014 Key Note - Fitness for purpose has a product component and a service delivery component. Understanding service delivery capability helps you make better decisions about how and what to improve. Lean Kanban North America, San Francisco 2014
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
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
1. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Social
Engineering
With / In / For
Kanban
David J. Anderson
LeanKanban Benelux
Heeze, Netherlands
November 2015
2. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Sociology
is the innovation in Agile development methods
Agile assumes a high trust environment
Elements of high trust include
Tacit knowledge, collaboration, transparency
Lack of negotiation, contracts, audit, arbitration &
reconciliation
Flat, simple org structures
Broad, loosely defined job titles and roles
Empowerment, leadership, tolerance of failure
3. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Tribes
Great Boss, Dead Boss -- Ray Immelman
In 2005 this book
changed how I see
the world and how
I understood the
world of work
4. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
All warm-blooded vertebrate animals form social
groups for survival and mutual advantage
Flocks… Herds… packs… tribes.
We are inherently social
and cannot get away from it.
The social nature of our species
governs our behavior.
5. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
A need to belong
ranks 3rd
in
Mazlov’s hierarchy of needs
after physiological and safety concerns.
We inherently want to belong
to social groups.
6. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
The need to belong and conform often
overrides logic or the values and beliefs
of the individual.
Individuals often behave against their
better judgment for fear of
repercussions for their social status…
7. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
This can lead to
group think errors
riots
ethnic cleansing
war crimes
and generally
acts out of character
for the individual
such as
criminal behavior
vandalism
petty crime
drug taking and substance abuse
8. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Social behavior is governed by our limbic brain
What Daniel Kahneman called
“System 1”
Our amygdala – in evolutionary
terms a very old part of our
brains
Most importantly its function
cannot be switched off or over-
ridden by logical argument
9. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Logical behavior is governed by our frontal cortex
System 2
our logical inference engine
– our frontal cortex
incapable of overcoming
the instinct of the limbic
system
in any cognitive dissonance
or disagreement between
the older and newer
systems in our brain
10. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Immelman’s great insight is that we should
recognized people in the workplace behave
in an inherently tribal manner
Once we recognize this, it is
something we can potentially
harness and control
(or at least manipulate in a
positive manner)
11. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Social group cohesion
Strong/tight
Clear definition of in and out
clear and strict social hierarchy
formalized membership
formalized progress up the social hierarchy
loyalty
strong sense of belonging
drive for conformity
lack of innovation
leadership only from the top
excommunication for transgressing social norms and conventions
intolerance
conservative
lack of risk taking
New members welcomed only if they conform and follow the set path
to membership.
12. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Social group cohesion
Weak/Loose
fuzzy definition of in and out
ambiguous social hierarchy even if one or more leaders are clearly recognized
informal membership
social status determined by peers with no set evaluation criteria
…and no formal path to achieving increased status
lack of loyalty
weaker sense of belonging
tolerance of experimentation
innovation
liberal
risk taking
failure tolerant
leadership from any level
New members readily accepted even with
unconventional ideas, beliefs or behaviors.
13. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Highly cohesive social groups can represent
attractive homes for the lost,
e.g. cults.
Highly cohesive social groups tend to be
brittle and lack resilience and robustness in
the face or environmental change
14. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Why did the Greenland Norse “Collapse”
15. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
So if Agile requires a high trust culture,
does a high level of social capital
predict Agile adoption?
16. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
LiberalConservative
LowTrustHighTrust
Scandinavia
Coastal
USA
United
Kingdom
India
China
Netherlands
Belgium
Germany
France
Latin
America
Rest of
USA
Early Agile Adoption
Japan
Early Kanban
Adoption
17. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
The key to Agile adoption lies in the social
cohesion of society, not its social capital.
Liberal societies
are more likely
to adopt it.
Early Agile Adoption
18. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Liberal societies exhibit
"anti-fragility"
as they are tolerant of innovation,
and more likely to
adopt, adapt or exapt
a concept from outside
when placed under stress.
19. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Kanban's
start with what you do now approach
made it appealing to a much wider audience.
Conservative, low trust cultures can still use
Kanban by simply
making current policies explicit.
The act of making policies explicit and
providing transparency through visualization
automatically moves the culture up and to
the right
20. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
or the inherent
empowerment
provided by
making policies
explicit.
Early Kanban
Adoption
Some Kanban adoptions fail because the
culture is resistant to transparency
21. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
A truly Agile society is both
highly trusting and very liberal
22. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Review:
Definition of the
Kanban Method
24. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
The Kanban Method
Service Delivery Principles
1. Understand and focus on your customers’ needs
and expectations
2. Manage the work, allow your people self-organize
around it
3. Your organization is an ecosystem of
interdependent services steered by its policies,
reflect regularly on their effectives and improve
them
25. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
The Kanban Method
Change Management Principles
1. Start with what you do now
Understanding current processes, as actually practiced
Respecting existing roles, responsibilities & job titles
2. Gain agreement to pursue improvement through
evolutionary change
3. Encourage acts of leadership at all levels
26. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Kanban Method uses…
… uses kanban boards to visualize invisible work,
workflow & business risks together with kanban
systems which limit work-in-progress
Kanban Method delivers…
… faster, more predictable service delivery and an
adaptive capability that enables you to respond
effectively to changes customer demand or your
business environment
27. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
The Kanban Method
General Practices
1. Visualize (with a kanban board 看板)
2. Limit work-in-progress (with kanban かんばん)
3. Manage flow
4. Make policies explicit
5. Implement feedback loops
6. Improve collaboratively, evolve experimentally
(using models & the scientific method)
28. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
The Kanban Lens
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
29. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Implementing Service Delivery Kanban
Specific Practices
1. Visualize service delivery workflows
2. Implement virtual kanban systems
3. Manage flow within & across workflows
4. Make your decision framework, risk management
policies & boundaries of empowerment explicit
5. Implement the Kanban Cadences
6. Improve collaboratively, evolve experimentally
(using fitness criteria metrics, and model-driven improvements based upon an understanding
of risks, variability, constraints, sources of delay, queuing theory, real option theory, transaction
& coordination costs)
30. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Strategy
Review
Risk
Review
Monthly
Service
Delivery
Review
Bi-WeeklyQuarterly
Kanban
Meeting
Daily
Operations
Review
Monthly
Replenishment/
Commitment
Meeting
Weekly
Delivery
Planning
Meeting
Per delivery cadence
change change
change
change
change
change
change change
change
info
info
info
info
info
info
info
info
info
change info
Kanban Cadences
31. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Are we doing Kanban or not?
It isn’t a question of evaluating practice usage but
rather a question of intent …
Do you intend to use visualization & kanban systems to drive
a focus on sustained fitness for purpose?
Do you view your organization as a network of services and
seek to improve the balance of capability against demand &
customer expectations?
32. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Kanban Litmus Test
1. Have managers changed their behavior?
2. Has the customer interface changed?
3. Has the customer contract changed?
4. Has the service delivery business model changed?
If you can’t answer yes to at least 2 of these questions
it is unlikely you’ve switched to Kanban yet! You may
have the intent to adopt it through a series of
evolutionary steps initially adopting proto-Kanban
33. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
STATIK
(Systems Thinking Approach to Introducing Kanban)
1. Understand what makes the service “fit for
purpose”
2. Understand sources of dissatisfaction
regarding current delivery
3. Analyze sources of and nature of demand
4. Analyze current delivery capability
5. Model the service delivery workflow
6. Identify & define classes of service
7. Design the kanban system
8. Socialize design & negotiate implementation
This process
tends to be
iterative
Identify Services. For each service…
34. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Examples of social engineering
WITH
Kanban
35. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
- 1 -
WIP limit smaller than team, forcing
collaboration or transparent idleness
36. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
- 2 -
Aggregated team servicing multiple customers,
forcing collaboration in various ways:
Agreed capacity
allocation
Democratic voting
Consensus selection
Level of trust
rises with each
style of
collaboration
37. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
- 3 -
Use of avatars for multi-skilled workers,
specialists and narrowly skilled on specific
rows
38. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
- 4 -
Manage the work,
allow your people to self-organize around it
Manage the work, allow your people to self-organize
around it
Map workflow as states of the work based on
activities to generate new knowledge
No value stream mapping, describing handoffs
between individuals. No “Gemba Walks”
Recognition that virtual, intangible environments are
different from physical environments
39. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Examples of social engineering
IN (the design of)
The Kanban Method
40. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Start with what you do now
No one gets a new role or job title
Deliberately chosen to avoid psychological and
sociological effects of identity change
41. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Kanban should be like water!
Avoid the "rocks" of
emotional, psychological and social resistance
42. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Kanban daily meeting is social
System 1 engagement –
visual, social, tactile, narrative
43. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Strategy
Review
Risk
Review
Monthly
Service
Delivery
Review
Bi-WeeklyQuarterly
Kanban
Meeting
Daily
Operations
Review
Monthly
Replenishment/
Commitment
Meeting
Weekly
Delivery
Planning
Meeting
Per delivery cadence
change change
change
change
change
change
change change
change
info
info
info
info
info
info
info
info
info
change info
Replenishment meetings are social
Replenishment meetings force
social collaboration from multiple
stakeholders who have to agree on
selections or agree a democratic
voting system or a capacity
allocation system
44. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Transparency Balance Collaboration
Customer
Focus
Flow Leadership
Understanding Agreement Respect
Kanban Values are inherently social
Customer focus helps bind
teams in a common goal!
Leadership (at all levels)
indicates a preference for a
loosely cohesive social
structure
Understanding, agreement,
collaboration & respect are all
inherently social values
Transparency indicates
a preference for a high
social capital, high
trust culture with a
flatter social hierarchy
and greater social
mobility
45. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Examples of social engineering
For (the development of)
Kanban (as a social group)
46. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
- 1 -
No Kanbanistas
Stamped out before it got much traction
Too strong of an identity leads to dogma
47. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
- 2 -
No roles
Again, deliberately weakening the sense of identity
48. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
- 3 -
No Kanban-but or Kanban-butts
Weakening the boundary between in and out
Lowering the barrier to entry
49. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
- 4 -
Long resistance to certifications. No role-based
certification
Weakens the boundary between in and out
Weakens the sense of identity for the group
Weakens the formalization of the social structure
50. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
- 5 -
Social behavior across market adoption lifecycle
Enthusiasts Early
Adopters
Early
Majority
Late
Majority
Laggards
Rate
Of
Market
Adoption
time
Moore’s
Chasm
Little
Chasm
I want to
join your tribe.
The earlier I join,
the more social
status I expect
I have no interest in
joining your tribe.
I want to use your tool
Early market
is about
building
community.
Everyone is a
leader
Need separation
of events:
leadership
retreats for
early market;
LeanKanban
conferences for
majority market
51. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Actions all taken
to deliberately position
the Kanban community
as a loosely cohesive social group
52. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Not without consequences...
Lack of loyalty
members of the community tend to come and go
Reduced demand to get involved amongst enthusiast
and early adopter market segments
Lost sheep often don't find a strong enough home in
Kanbanland
Need to replenish the community with new blood
expensive to keep generating new members and leaders as
others drift off
53. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Developing and maintaining a
loosely cohesive social group
is more expensive
in time, energy and money,
than developing a highly cohesive group.
So Why Do it?...
54. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Advantage #1: Develops New Leaders
Klaus Leopold
Mike Burrows
Karl Scotland
Patrick Steyaert
Alexei Zheglov
Dimitar Bakardzhiev
Rodrigo Yoshima
every winner and nominee of/for the Brickell Key Award…
a long list of new leaders have emerged from Kanbanland
In Scandinavia,
Mattias Skarin, Christoph Achouiantz, Hakan Forss,
Marcus Hammerberg & Joakim Sunden
have all provided leadership in the Kanban community
55. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Advantage #2: Continual Innovation
In 10 years Kanban has evolved, expanded and been
refined.
It takes over an hour on stage to list the innovations and
developments in Kanban since 2005.
The latest significant changes include
Enterprise Services Planning (ESP) and Discovery Kanban
Lean Kanban conferences continue to hold a reputation for
consistently innovative content and participants who are
experimental and push boundaries and tackle new
challenges
56. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Advantage #3: Thoughtfulness
There isn't any dogma in a community trained to think
and develop its ideas from first principles and values.
The key was in defining membership through alignment
with explicitly espoused values and explicitly defined
principles
and showing tolerance of new ideas and practices so long
as they are shown to be aligned with values and
principles.
Examples such as Hakan Forss challenging the depth of
kanban assessment demonstrate a willingness from the
community to eat its own sacred cows
57. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Rejections & Resignations
Where the Kanban community has rejected
individuals and their ideas
– and some of these have been quite public and the
individuals made a terrible fuss about it –
there has been a clearly demonstrable lack of
alignment with Kanban values and principles
58. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Disadvantages #1: People like, want and
need highly cohesive social groups
They need that sense of belonging.
They want a clearly defined social
structure and path to climb it.
So growing the Kanban community
is challenging
59. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Disadvantage #2: Retards the Training Market
Individuals often drive the training market by selecting
training with a personal, emotional, psychological and
social benefit for themselves.
Training related to membership and status within a
highly cohesive social group is therefore more
attractive
60. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Disadvantage #3: Avoiding Dogma is Costly
Dogma – the following of socially normal practices
without thought or hindrance to the utility of
application, ethnics or morals of their use
…is actually easy, lazy behavior.
Thinking uses energy and acting on thoughts may
require courage.
People prefer to join groups and hide behind the
excuse of social conformity
62. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
We are inherently social!
Our tendency to let social behavior override
our better judgment
or ability to think logically
is a human trait
that managers must accept and adapt for
63. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Social Engineering with/in/for Kanban
Kanban has broad applicability
to social groups with different traits and behaviors
64. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Social Engineering with/in/for Kanban
Kanban can be used as a social engineering tool
within an organization
65. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Social Engineering with/in/for Kanban
An understanding that we as a species
are inherently social has been used explicitly
to define the Kanban Method
– a “humane approach to change”
66. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
Social Engineering with/in/for Kanban
The same understanding was used strategically for
almost a decade
to lead, shape and steer the development
of the Kanban community as a
loosely cohesive social group
accepting both the benefits and consequences of that
decision
67. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
2012 Lessons in Agile Management
The heavily under-rated book
that underpins the Kanban
Coaching Masterclass and most
of the theory behind the
Kanban Method
70. Copyright Lean Kanban Inc.dja@leankanban.com @lki_dja
About
David Anderson is an innovator in
management of 21st Century
businesses that employ creative
people who “think for a living” . He
leads a training, consulting,
publishing and event planning
business dedicated to developing,
promoting and implementing new
management thinking & methods…
He has 30+ years experience in the high technology industry
starting with computer games in the early 1980’s. He has
led software organizations delivering superior productivity
and quality using innovative methods at large companies such
as Sprint and Motorola.
David defined Enterprise Services Planning and originated
Kanban Method an adaptive approach to improved service
delivery. His latest book, published in June 2012, is, Lessons
in Agile Management – On the Road to Kanban.
David is Chairman & CEO of Lean Kanban Inc., a business
operating globally, dedicated to providing quality training &
events to bring Kanban and Enterprise Services Planning to
businesses who employ those who must “think for a living.”
Briefly explain the 3 service delivery principles. Reflect on the values embedded in these statements: customer focus; respect; understanding.
The Kanban Method has 2 sets of principles: the service delivery principles; and the change management principles.
There are 3 Change Management Principles designed to frame an evolutionary approach to improvement. Be aware that the Kanban Method is applied to the way you work now, and it will help you evolve the way you work gradually over time.
[Briefly walk through each of the principles. See David’s blog at http://www.djaa.com/principles-general-practices-kanban-method if you want help with how to explain each.]
The Kanban Method will help you become more aware of the work that is going on, how it is being done, and where the risks are. Done right, customer satisfaction will improve as you better meet their service delivery expectations. Kanban will help you become quicker to adapt to what your customers want and the changing needs of your business over time.
There are 6 General Practices in the Kanban Method. [Walk briefly through each of the 6 Practices. See David Anderson’s blog at http://www.djaa.com/principles-general-practices-kanban-method if you want help with how to explain]
Think in terms of services rather than departments or functional groups: look at the way you work, who your customers are, the activities involved, and how the work flows.
We can think about the 6 practices in terms of services. How are services delivered throughout your organization?
One service practice of the Kanban Method is to build an information flow via formal reviews and meetings. This improves collaboration and agility.
How do you know you are doing Kanban and not just visual management?
You will know that you have moved beyond visual management and into Kanban by considering these questions.
Given that the Kanban Method is a management method, delivered with management training, we would expect managers to have changed their behavior. We would expect them to focus on managing service requests for customers, on managing work, as it flows through a defined and visualized workflow, while they allow the workers to self-organize around the work. Managers should have given up their “dating agent” behavior where they try to match workers to tasks, and moved on to focusing on customer value.
Has the customer interface changed is an indication that replenishment meetings are now happening
Has the customer contract changed is evidence that we have a customer focused, service delivery approach quite possibly with a service level agreement (SLA)
Has the service delivery business model changed implies that we are offering classes of service, shaping demand with a capacity allocation, and managing risk, possibly with a demand shaping threshold or bifurcation policies that shape demand and workflow routing according to risk. [Question 4 relates to material covered in the ESP curriculum]
We have walked through the Systems Thinking Approach to Introducing Kanban. This process tends to be iterative. Don’t be afraid to go back and adjust your kanban system as new information emerges or your needs change.
One service practice of the Kanban Method is to build an information flow via formal reviews and meetings. This improves collaboration and agility.