Start coaching new teams with STATIK
•
0 likes•38 views
This document outlines the STATIK (System Thinking Approach to Implementing Kanban) methodology for coaching new teams. STATIK is an iterative approach that uses systems thinking to understand existing processes. The 8 steps of STATIK are: 1) Understand the business purpose, 2) Understand sources of dissatisfaction, 3) Analyze demand types, 4) Analyze demand and delivery capabilities, 5) Model workflows, 6) Identify classes of service, 7) Design the Kanban system, and 8) Socialize the design and negotiate implementation. Examples are provided for several of the steps. The overall goal is to help teams implement Kanban by first analyzing their current processes and workflows.
Report
Share
Report
Share
Download to read offline
Recommended
Why does agile need unit testing
This document introduces agile automated unit testing. It discusses problems that can occur without testing, such as interruptions, concentration loss, and estimation failures for users, developers, and managers. Manual testing is time-consuming and inaccurate. Agile practices like breaking work into smaller testable units and test-driving development help address these issues by allowing for more accurate estimations, focus, early problem detection, and feedback. Automated unit testing with practices like test-first development and BDD make software development more enjoyable, productive and ensure requirements are met.
Engineering Effectiveness
Until recently, technology was seen as a cost centre. Software was built and operated throughout different silos, with different people, culture, tools and reward systems. The software lifecycle was neglected, creating a legacy of fragile applications.
The world has changed. We are now living in a software-driven economy, disrupting traditional businesses and changing the world’s system of capitalism as we have known it for centuries.
In today's economy, engineering effectiveness is imperative to prevent business atrophy and death. This requires an energetic response.
This talk explores how to evolve engineering effectiveness in a value-centric approach, helping you move towards having autonomous teams able to promote small and frequent changes, aligned to your unique context, objectives and concerns.
Myths of Product Development
This document discusses common misconceptions in product development and proposes lean thinking alternatives. It addresses six prevailing practices: 1) high resource utilization improves performance, 2) large batches improve economics, 3) sticking to plans is best, 4) starting sooner finishes sooner, 5) more features increase customer liking, and 6) getting it right the first time is most successful. For each, it advocates limiting work in progress, incorporating customer feedback early and often through minimal viable products and experimentation, and accepting that plans will change and failure is part of the learning process. The key takeaway is to make information visible, quantify delays, introduce slack, focus on response over efficiency, use small batches with fast feedback, and treat plans and features
Getting To Product Market Fit Quickly
This 1-hour workshop marries the best practices from product strategy with those of fast and efficient technology teamwork and delivery. You’ll learn how to get your product organization working as a single cohesive, well-oiled machine to deliver the right product to market as quickly as possible. We will cover how to use both qualitative and quantitative measures to ensure that your product is solving the right problem; how to optimize and streamline the way your team designs, builds, and deploys software to your customers; and, how to beat the competition in strategy and execution.
DevOps By The Numbers
Sunil Mavadia, Director of Customer Success at XebiaLabs, gives his presentation on DevOps metrics at the DevOps Leadership Summit in Boston MA.
Methodologies, frameworks, and processes Part 2
Scrum is a popular lightweight agile framework that is easy to understand. It is documented in the Scrum Guide and based on principles of transparency, inspection, and adaptation. The Scrum team consists of a Product Owner, Scrum Master, and team of 5-9 members. The Product Owner is responsible for goals and priorities while the Scrum Master removes impediments. The team self-organizes during sprints which include planning, daily stand-ups, review and retrospective meetings. Key activities focus on backlog refinement, sprint planning, daily scrums and sprint reviews and retrospectives.
The Product Owner Role
The Product Owner manages stakeholders' requirements, communicates the product vision to the Scrum team, and sets goals for each sprint. They own and maintain the Product Backlog, understand user stories, and prioritize work. The Product Owner attends daily standups to listen and provide guidance when needed. They also facilitate continuous improvement, coach stakeholders, and shield the team from distractions to help deliver releases on scope.
Lect8
The document discusses principles of lean development and feature driven development (FDD). It outlines five principles of lean development: decide as late as possible, deliver as fast as possible, empower the team, build integrity in, and see the whole. It then provides examples to illustrate each principle. The document also provides an overview of FDD, outlining its activities of developing an overall model, building a feature list, planning by feature, designing by feature, and building by feature. It describes the develop overall model activity in more detail.
Recommended
Why does agile need unit testing
This document introduces agile automated unit testing. It discusses problems that can occur without testing, such as interruptions, concentration loss, and estimation failures for users, developers, and managers. Manual testing is time-consuming and inaccurate. Agile practices like breaking work into smaller testable units and test-driving development help address these issues by allowing for more accurate estimations, focus, early problem detection, and feedback. Automated unit testing with practices like test-first development and BDD make software development more enjoyable, productive and ensure requirements are met.
Engineering Effectiveness
Until recently, technology was seen as a cost centre. Software was built and operated throughout different silos, with different people, culture, tools and reward systems. The software lifecycle was neglected, creating a legacy of fragile applications.
The world has changed. We are now living in a software-driven economy, disrupting traditional businesses and changing the world’s system of capitalism as we have known it for centuries.
In today's economy, engineering effectiveness is imperative to prevent business atrophy and death. This requires an energetic response.
This talk explores how to evolve engineering effectiveness in a value-centric approach, helping you move towards having autonomous teams able to promote small and frequent changes, aligned to your unique context, objectives and concerns.
Myths of Product Development
This document discusses common misconceptions in product development and proposes lean thinking alternatives. It addresses six prevailing practices: 1) high resource utilization improves performance, 2) large batches improve economics, 3) sticking to plans is best, 4) starting sooner finishes sooner, 5) more features increase customer liking, and 6) getting it right the first time is most successful. For each, it advocates limiting work in progress, incorporating customer feedback early and often through minimal viable products and experimentation, and accepting that plans will change and failure is part of the learning process. The key takeaway is to make information visible, quantify delays, introduce slack, focus on response over efficiency, use small batches with fast feedback, and treat plans and features
Getting To Product Market Fit Quickly
This 1-hour workshop marries the best practices from product strategy with those of fast and efficient technology teamwork and delivery. You’ll learn how to get your product organization working as a single cohesive, well-oiled machine to deliver the right product to market as quickly as possible. We will cover how to use both qualitative and quantitative measures to ensure that your product is solving the right problem; how to optimize and streamline the way your team designs, builds, and deploys software to your customers; and, how to beat the competition in strategy and execution.
DevOps By The Numbers
Sunil Mavadia, Director of Customer Success at XebiaLabs, gives his presentation on DevOps metrics at the DevOps Leadership Summit in Boston MA.
Methodologies, frameworks, and processes Part 2
Scrum is a popular lightweight agile framework that is easy to understand. It is documented in the Scrum Guide and based on principles of transparency, inspection, and adaptation. The Scrum team consists of a Product Owner, Scrum Master, and team of 5-9 members. The Product Owner is responsible for goals and priorities while the Scrum Master removes impediments. The team self-organizes during sprints which include planning, daily stand-ups, review and retrospective meetings. Key activities focus on backlog refinement, sprint planning, daily scrums and sprint reviews and retrospectives.
The Product Owner Role
The Product Owner manages stakeholders' requirements, communicates the product vision to the Scrum team, and sets goals for each sprint. They own and maintain the Product Backlog, understand user stories, and prioritize work. The Product Owner attends daily standups to listen and provide guidance when needed. They also facilitate continuous improvement, coach stakeholders, and shield the team from distractions to help deliver releases on scope.
Lect8
The document discusses principles of lean development and feature driven development (FDD). It outlines five principles of lean development: decide as late as possible, deliver as fast as possible, empower the team, build integrity in, and see the whole. It then provides examples to illustrate each principle. The document also provides an overview of FDD, outlining its activities of developing an overall model, building a feature list, planning by feature, designing by feature, and building by feature. It describes the develop overall model activity in more detail.
Anna Mamaieva: Agile for Sales and Marketing Teams
Anna Mamaieva: Agile for Sales and Marketing Teams
UA Online PMDay 2022
Website - https://pmday.org/online
Youtube - https://www.youtube.com/startuplviv
FB - https://www.facebook.com/pmdayconference
Agily unifying theory - Path to Agility 2019
Organizations have been adopting agile at an ever increasing rate. These transformations typically involve bringing a horde of consultants, sending a bunch of people to agile certification classes and then followed with up with a lot of rigor around agile principles, values, and mindsets.
While this process can be successful they are could be so much more by looking at the entire process of developing and delivering software - specifically product thinking and technical practices (DevOps) .
In this presentation we will look at how all of these things work together to take your agility to the next level. It will cover what happens if you only adopt some these practices and walk you through how you can bring these ideas to your organization.
Measuring DevOps Performance
What is the best way to measure DevOps performance? There are many ways that people have tried to measure productivity in software delivery in the past -- what works and what doesn’t? In this webinar, Dr. Nicole Forsgren and Robert Reeves will present some lessons learned about measuring software delivery and why it’s important. The webinar will also highlight the key factors driving DevOps performance and offer a preview to some of the challenges on the horizon.
Tune into this webinar to learn about:
Flaws in previous attempts to measure performance
What really matters (hint: focus on outcomes)
The four measures that are key to delivery performance
The *big* difference between high performers and the rest
Why maturity models don’t work
What high performers can do for their organizations
What challenges are up next in technology transformations… things like data, serverless, and security.
Science of D·Labs
The document outlines the workflow and process for developing a digital product from initial business design through scaling and transitioning to an in-house team. It involves workshops for business design, user discovery, minimum viable product design, system design, and setup. An MVP is then developed over 2-6 months by a lean team, followed by continuous development. Finally, the product team can be transitioned to the client over 3-6 months to allow independent growth.
Kanban flow
The document describes a Kanban flow model where work items enter a backlog queue and the highest priority items are pulled into development. Once development is complete, items move to an output queue until deployment. When deployment has an issue, work backs up. Limiting work in progress and defining policies for "done" and expedited items helps work flow again. When testing gets stuck, cross-functional teams help unblock each other to solve problems and keep work flowing.
How To Become A Good Agile Tester?
This document discusses how to be a good agile tester. It outlines the agile testing approach which focuses on quality assistance over assurance, continuous testing over end testing, team responsibility over individual responsibility, and automated assessment over regression testing. It also discusses the advantages of agile such as customer satisfaction through continuous delivery, less communication gaps, and attention to detail. Finally, it lists the qualities of a pro agile tester including pre-iteration verification, short feedback loops, being always active and alert, using CI/CD, executing automation, performing parallel independent testing, and conducting lifecycle testing.
Developing Quality Products Quickly through a Culture of CI/CD
Teams are stuck at one to two week releases. Some invest in tech, others in culture. In order for teams to speed up their delivery teams must have alignment across culture, practices, and technology. Companies and teams that invest in continuous cultures will reduce the chances of being disrupted by competition.
Flow management: Why this is so important to become more agile
Everything we do is part of something bigger. A step inside a process that is inside another process.
The flow management of these processes is important to:
- Understand how the work flows
- See how healthy the process is
- Find the bottlenecks
- Have predictability
- Promote continuous improvement
Besides, a company can understand efficiency in two different ways:
- Flow Efficiency
- Resource efficiency
This choice can drive the entire management strategy of organizations.
Are you curious about it? Please see the presentation and feel free to contact me for more details.
Test Environment Management- An Emerging Truth Of DevOps
Companies are investing big amount to enhance the quality of test environment management tool. Improve work quality, observing the bigger picture for better DataOps, lessen the risk to manage test environment.
Theory Of Constraints - Agile Tour 2013 Craig Strong & Daryn Holmes
These slides are from the presentation at http://www.agiletourlondon.co.uk 1/11/2013. They are based on simulated results using a basic Kanban workflow. The goal of the presentation was to explain the Theory Of Constraints by example and show how this can be applied to make effective changes and
to provoke thinking about the wider system we work within
Agile Testing
Agile Testing: A pragmatic overview and new entry in Intelliware’s Agile Methodology Series.
What you’ll learn in this presentation:
Intelliware’s Chief Technologist, BC Holmes, provides a pragmatic overview of Agile testing. Complete with many examples, this presentation is ideal for those looking for a practical take on software testing in an Agile environment.
The presentation covers:
- Why do we use Agile testing?
- What Agile testing isn’t
- What Agile testing is: unit testing and test-driven development (TDD)
- High-level properties of good tests
- Testing in different languages
- Test suites and code coverage
- Using mock objects to help isolate units
- Beyond unit testing
Agile
Agile software development -- also referred to simply as Agile
Agile is a term used to describe software development approaches that employ continual planning, learning, improvement, team collaboration, evolutionary development, and early delivery.
Agile development is a phrase used in software development to describe methodologies for incremental software development.
Rapid Deployment of ERP solutions using agile practices by Husni Roukbi
This document discusses implementing ERP solutions using agile methods to enable faster deployment. It advocates using an agile approach with rapid incremental delivery to provide quicker time to value over traditional waterfall implementations that can take 18 months. Key aspects of the rapid agile approach discussed include value stream mapping to optimize processes, building and releasing solutions incrementally in sprints, and conducting data conversion, integration testing, user acceptance testing and go-lives on separate cadences post deployment and rollout. The document provides guidance on addressing challenges to adopting agile for ERP projects and lists critical activities like establishing a champion, integrating change management, and dedicating resources to support an accelerated schedule.
Stevan Zovinovic - Testers Agile Pocketbook - EuroSTAR 2012
EuroSTAR Software Testing Conference 2012 presentation on Testers Agile Pocketbook by Stevan Zovinovic. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
IT Process Improvement
The document outlines an 8-step process for business analysts and IT teams to collaboratively define requirements for a new process or system. Step 1 involves defining the desired customer outcomes. Step 2 defines the process scope from the customer perspective. Step 3 documents the current process. Step 4 improves or defines the new process. Step 5 links process tasks to procedural steps. Step 6 links the procedures to business requirements. Step 7 links requirements to test scenarios. Step 8 builds the solution iteratively. Following this process provides traceability from customer needs to delivery.
Why do you think your DevOps works.
DevOps metrics.
https://www.youtube.com/watch?v=wfIacVTJR3k&feature=youtu.be
Let see how can we understand that our methodology works well.
Which metrics we can use for tracking DevOps adaption. How do we know the methodology works at large.
Why here is no silver bullet? What information we need to move forward.
Using Crowdsourced Testing to Turbocharge your Development Team
Developer-owned QA testing is becoming more common as many organizations shift to leaner development processes and eschew traditional QA strategies.
This presentation discusses how crowdsourced testing can help teams offload repetitive testing work and streamline Agile testing processes. It also demonstrates how Rainforest Developer Experience (DevX) allows developers to increase productivity and minimize testing time with workflow-native crowdsourced testing.
Interested in seeing how Rainforest has helped companies save dev time and QA spend? Check out these success stories!
Guru: http://hubs.ly/H06lwC60
America's Test Kitchen: http://hubs.ly/H06lCX50
Lean Prod Development ProductCamp Vancouver Feb15
The document discusses the need for delivery at the speed of market changes, sufficient predictability, and alignment of efforts to maximize customer value. It notes that traditional development approaches rely on large batches, centralized control, and plans which can lead to delays, wasted knowledge, and missed opportunities. While Agile helps, it faces challenges with coordination, scaling, and stress on the rest of the organization. The document recommends taking an economic view by making work visible, limiting work-in-progress, reducing batch sizes, controlling queues, accelerating feedback, and standardizing where possible to optimize flow and throughput.
Five ways continuous delivery can be a product managers superpower empower b...
Five ways continuous delivery can be a product manager's superpower outlines how continuous delivery can transform an organization, improve software development performance, and cultivate a high-performing culture. Continuous delivery allows for frequent, incremental updates to be deployed safely and quickly, enabling product managers to implement lean practices like experimentation and incorporating customer feedback. Studies show continuous delivery is associated with 50% higher market growth and reducing burnout compared to traditional software development approaches. The presentation provides recommendations for product managers to start mapping current processes and working in small batches to realize these benefits.
APIdays Singapore 2019 - Building Applications in the Cloud: Best Practices F...
Building Applications in the Cloud: Best Practices From High-Performers, Christopher Skene, Head of Business Development, Platform.sh
ADDO19 - Automate or not from the beginning that is the question
ALLDAYDEVOPS 2019
Track: Cultural Transformation
Title: Automate or NOT from the beginning, that is the question...
Description:
The DevOps cultural movement, from its definition, has emphasized the importance of preserving order among the 3 pillars: "people → processes → technologies"; But is it feasible to follow this sequence and how can we put it into practice? Where to start the transformation of the ways of doing and generating value in the organization? Is there a golden rule to transform and achieve the adoption of DevOps in organizations? These are recurring questions when you start to implement something that everyone wants, but not everyone knows how achieve it.
Many bet to include tools, others for the organizational vision of the processes; but "where we want to go" is the key. The focus of this presentation is to begin with the definition of the business objectives and refine and correct them under the continuous feedback supported by the tasks of collaboration and automation. Some cases of our experiences will be shared about the DevOps services that are usually requested by clients and some of the points of failure of customer requirements that demonstrate that with measurement and continuous experimentation we can improve business metrics.
Applying Agile Team Management
Huan Ho discusses applying agile principles across different domains. He explains why agile is beneficial, focusing on quickly adapting to changing conditions. Key agile principles include understanding requirements, planning tasks, executing work, providing feedback, and refining processes. Examples are provided of applying agile to improve products using a sample product roadmap, to develop teams using goal setting and skills development, and to build flexible "elastic" teams. Other areas like marketing, sales, and support are mentioned where agile could be useful.
More Related Content
What's hot
Anna Mamaieva: Agile for Sales and Marketing Teams
Anna Mamaieva: Agile for Sales and Marketing Teams
UA Online PMDay 2022
Website - https://pmday.org/online
Youtube - https://www.youtube.com/startuplviv
FB - https://www.facebook.com/pmdayconference
Agily unifying theory - Path to Agility 2019
Organizations have been adopting agile at an ever increasing rate. These transformations typically involve bringing a horde of consultants, sending a bunch of people to agile certification classes and then followed with up with a lot of rigor around agile principles, values, and mindsets.
While this process can be successful they are could be so much more by looking at the entire process of developing and delivering software - specifically product thinking and technical practices (DevOps) .
In this presentation we will look at how all of these things work together to take your agility to the next level. It will cover what happens if you only adopt some these practices and walk you through how you can bring these ideas to your organization.
Measuring DevOps Performance
What is the best way to measure DevOps performance? There are many ways that people have tried to measure productivity in software delivery in the past -- what works and what doesn’t? In this webinar, Dr. Nicole Forsgren and Robert Reeves will present some lessons learned about measuring software delivery and why it’s important. The webinar will also highlight the key factors driving DevOps performance and offer a preview to some of the challenges on the horizon.
Tune into this webinar to learn about:
Flaws in previous attempts to measure performance
What really matters (hint: focus on outcomes)
The four measures that are key to delivery performance
The *big* difference between high performers and the rest
Why maturity models don’t work
What high performers can do for their organizations
What challenges are up next in technology transformations… things like data, serverless, and security.
Science of D·Labs
The document outlines the workflow and process for developing a digital product from initial business design through scaling and transitioning to an in-house team. It involves workshops for business design, user discovery, minimum viable product design, system design, and setup. An MVP is then developed over 2-6 months by a lean team, followed by continuous development. Finally, the product team can be transitioned to the client over 3-6 months to allow independent growth.
Kanban flow
The document describes a Kanban flow model where work items enter a backlog queue and the highest priority items are pulled into development. Once development is complete, items move to an output queue until deployment. When deployment has an issue, work backs up. Limiting work in progress and defining policies for "done" and expedited items helps work flow again. When testing gets stuck, cross-functional teams help unblock each other to solve problems and keep work flowing.
How To Become A Good Agile Tester?
This document discusses how to be a good agile tester. It outlines the agile testing approach which focuses on quality assistance over assurance, continuous testing over end testing, team responsibility over individual responsibility, and automated assessment over regression testing. It also discusses the advantages of agile such as customer satisfaction through continuous delivery, less communication gaps, and attention to detail. Finally, it lists the qualities of a pro agile tester including pre-iteration verification, short feedback loops, being always active and alert, using CI/CD, executing automation, performing parallel independent testing, and conducting lifecycle testing.
Developing Quality Products Quickly through a Culture of CI/CD
Teams are stuck at one to two week releases. Some invest in tech, others in culture. In order for teams to speed up their delivery teams must have alignment across culture, practices, and technology. Companies and teams that invest in continuous cultures will reduce the chances of being disrupted by competition.
Flow management: Why this is so important to become more agile
Everything we do is part of something bigger. A step inside a process that is inside another process.
The flow management of these processes is important to:
- Understand how the work flows
- See how healthy the process is
- Find the bottlenecks
- Have predictability
- Promote continuous improvement
Besides, a company can understand efficiency in two different ways:
- Flow Efficiency
- Resource efficiency
This choice can drive the entire management strategy of organizations.
Are you curious about it? Please see the presentation and feel free to contact me for more details.
Test Environment Management- An Emerging Truth Of DevOps
Companies are investing big amount to enhance the quality of test environment management tool. Improve work quality, observing the bigger picture for better DataOps, lessen the risk to manage test environment.
Theory Of Constraints - Agile Tour 2013 Craig Strong & Daryn Holmes
These slides are from the presentation at http://www.agiletourlondon.co.uk 1/11/2013. They are based on simulated results using a basic Kanban workflow. The goal of the presentation was to explain the Theory Of Constraints by example and show how this can be applied to make effective changes and
to provoke thinking about the wider system we work within
Agile Testing
Agile Testing: A pragmatic overview and new entry in Intelliware’s Agile Methodology Series.
What you’ll learn in this presentation:
Intelliware’s Chief Technologist, BC Holmes, provides a pragmatic overview of Agile testing. Complete with many examples, this presentation is ideal for those looking for a practical take on software testing in an Agile environment.
The presentation covers:
- Why do we use Agile testing?
- What Agile testing isn’t
- What Agile testing is: unit testing and test-driven development (TDD)
- High-level properties of good tests
- Testing in different languages
- Test suites and code coverage
- Using mock objects to help isolate units
- Beyond unit testing
Agile
Agile software development -- also referred to simply as Agile
Agile is a term used to describe software development approaches that employ continual planning, learning, improvement, team collaboration, evolutionary development, and early delivery.
Agile development is a phrase used in software development to describe methodologies for incremental software development.
Rapid Deployment of ERP solutions using agile practices by Husni Roukbi
This document discusses implementing ERP solutions using agile methods to enable faster deployment. It advocates using an agile approach with rapid incremental delivery to provide quicker time to value over traditional waterfall implementations that can take 18 months. Key aspects of the rapid agile approach discussed include value stream mapping to optimize processes, building and releasing solutions incrementally in sprints, and conducting data conversion, integration testing, user acceptance testing and go-lives on separate cadences post deployment and rollout. The document provides guidance on addressing challenges to adopting agile for ERP projects and lists critical activities like establishing a champion, integrating change management, and dedicating resources to support an accelerated schedule.
Stevan Zovinovic - Testers Agile Pocketbook - EuroSTAR 2012
EuroSTAR Software Testing Conference 2012 presentation on Testers Agile Pocketbook by Stevan Zovinovic. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
IT Process Improvement
The document outlines an 8-step process for business analysts and IT teams to collaboratively define requirements for a new process or system. Step 1 involves defining the desired customer outcomes. Step 2 defines the process scope from the customer perspective. Step 3 documents the current process. Step 4 improves or defines the new process. Step 5 links process tasks to procedural steps. Step 6 links the procedures to business requirements. Step 7 links requirements to test scenarios. Step 8 builds the solution iteratively. Following this process provides traceability from customer needs to delivery.
Why do you think your DevOps works.
DevOps metrics.
https://www.youtube.com/watch?v=wfIacVTJR3k&feature=youtu.be
Let see how can we understand that our methodology works well.
Which metrics we can use for tracking DevOps adaption. How do we know the methodology works at large.
Why here is no silver bullet? What information we need to move forward.
Using Crowdsourced Testing to Turbocharge your Development Team
Developer-owned QA testing is becoming more common as many organizations shift to leaner development processes and eschew traditional QA strategies.
This presentation discusses how crowdsourced testing can help teams offload repetitive testing work and streamline Agile testing processes. It also demonstrates how Rainforest Developer Experience (DevX) allows developers to increase productivity and minimize testing time with workflow-native crowdsourced testing.
Interested in seeing how Rainforest has helped companies save dev time and QA spend? Check out these success stories!
Guru: http://hubs.ly/H06lwC60
America's Test Kitchen: http://hubs.ly/H06lCX50
Lean Prod Development ProductCamp Vancouver Feb15
The document discusses the need for delivery at the speed of market changes, sufficient predictability, and alignment of efforts to maximize customer value. It notes that traditional development approaches rely on large batches, centralized control, and plans which can lead to delays, wasted knowledge, and missed opportunities. While Agile helps, it faces challenges with coordination, scaling, and stress on the rest of the organization. The document recommends taking an economic view by making work visible, limiting work-in-progress, reducing batch sizes, controlling queues, accelerating feedback, and standardizing where possible to optimize flow and throughput.
Five ways continuous delivery can be a product managers superpower empower b...
Five ways continuous delivery can be a product manager's superpower outlines how continuous delivery can transform an organization, improve software development performance, and cultivate a high-performing culture. Continuous delivery allows for frequent, incremental updates to be deployed safely and quickly, enabling product managers to implement lean practices like experimentation and incorporating customer feedback. Studies show continuous delivery is associated with 50% higher market growth and reducing burnout compared to traditional software development approaches. The presentation provides recommendations for product managers to start mapping current processes and working in small batches to realize these benefits.
APIdays Singapore 2019 - Building Applications in the Cloud: Best Practices F...
Building Applications in the Cloud: Best Practices From High-Performers, Christopher Skene, Head of Business Development, Platform.sh
What's hot (20)
Anna Mamaieva: Agile for Sales and Marketing Teams
Anna Mamaieva: Agile for Sales and Marketing Teams
Developing Quality Products Quickly through a Culture of CI/CD
Developing Quality Products Quickly through a Culture of CI/CD
Flow management: Why this is so important to become more agile
Flow management: Why this is so important to become more agile
Test Environment Management- An Emerging Truth Of DevOps
Test Environment Management- An Emerging Truth Of DevOps
Theory Of Constraints - Agile Tour 2013 Craig Strong & Daryn Holmes
Theory Of Constraints - Agile Tour 2013 Craig Strong & Daryn Holmes
Rapid Deployment of ERP solutions using agile practices by Husni Roukbi
Rapid Deployment of ERP solutions using agile practices by Husni Roukbi
Stevan Zovinovic - Testers Agile Pocketbook - EuroSTAR 2012
Stevan Zovinovic - Testers Agile Pocketbook - EuroSTAR 2012
Using Crowdsourced Testing to Turbocharge your Development Team
Using Crowdsourced Testing to Turbocharge your Development Team
Five ways continuous delivery can be a product managers superpower empower b...
Five ways continuous delivery can be a product managers superpower empower b...
APIdays Singapore 2019 - Building Applications in the Cloud: Best Practices F...
APIdays Singapore 2019 - Building Applications in the Cloud: Best Practices F...
Similar to Start coaching new teams with STATIK
ADDO19 - Automate or not from the beginning that is the question
ALLDAYDEVOPS 2019
Track: Cultural Transformation
Title: Automate or NOT from the beginning, that is the question...
Description:
The DevOps cultural movement, from its definition, has emphasized the importance of preserving order among the 3 pillars: "people → processes → technologies"; But is it feasible to follow this sequence and how can we put it into practice? Where to start the transformation of the ways of doing and generating value in the organization? Is there a golden rule to transform and achieve the adoption of DevOps in organizations? These are recurring questions when you start to implement something that everyone wants, but not everyone knows how achieve it.
Many bet to include tools, others for the organizational vision of the processes; but "where we want to go" is the key. The focus of this presentation is to begin with the definition of the business objectives and refine and correct them under the continuous feedback supported by the tasks of collaboration and automation. Some cases of our experiences will be shared about the DevOps services that are usually requested by clients and some of the points of failure of customer requirements that demonstrate that with measurement and continuous experimentation we can improve business metrics.
Applying Agile Team Management
Huan Ho discusses applying agile principles across different domains. He explains why agile is beneficial, focusing on quickly adapting to changing conditions. Key agile principles include understanding requirements, planning tasks, executing work, providing feedback, and refining processes. Examples are provided of applying agile to improve products using a sample product roadmap, to develop teams using goal setting and skills development, and to build flexible "elastic" teams. Other areas like marketing, sales, and support are mentioned where agile could be useful.
QA in Agile World
Transitions to Agile software development always seems complicated when it comes to QA. There are a lot of DOs and DON'Ts but it always seems that 2-3 weeks is not enough for all. In this presentation I cover how a change your mindset and on how you look at the typical problems you can address your challenges with ease and create a mindful process for your organization
Agile Lessons Learned From the Trenches
Brendan Flynn presented on lessons learned from implementing Agile practices at Pointroll. Key lessons included: creating visibility into development processes and metrics; gaining executive support; making data-driven decisions; focusing on business value over features; ensuring proper training; optimizing across teams; and rigorously inspecting and adapting practices over time. While hard work, adopting Agile frameworks improved delivery, quality, and alignment between business and technology teams at Pointroll.
LAST Conference - The Mickey Mouse model of leadership for software delivery ...
Leading an agile team can be rewarding and also challenging. It is an opportunity to apply your leadership and vision, and to introduce those the ideas and behaviours that are important to you. One of the main benefits is the opportunity to grow and develop the careers of your teams, and to have an impact wider than your own individual technical skills.
It is also a challenge. Often the skills that got you the promotion, or new job, aren't the ones you need to be successful in the new role. If you are inheriting an existing team, they usually have work in-flight so it’s important to be up to speed with what the team is doing, and whether they are on track for meeting their (now your) objectives. Every team, company, and situation is different, with unique challenges so it is important that you quickly identify where to focus your energies.
I'll outline a framework (with themes and a checklist) for assessing the situation, and constructing a 30 day plan to set yourself, and the team, up for success:
Theme 1: Build the things right (The technical aspects of delivering quality solutions)
Theme 2. Build the right thing (validating the planned deliverables against the desired business outcomes)
Theme 3. Build the right Team (building a resilient, highly engaged, highly skilled team, who work well together and who can efficiently adjust to unforseen changes, whilst still delivering the outcomes)
I believe that a successful agile team achieves a conscious balance between these themes. If they aren't focussed on all three, then they are unlikely to be as successful as they could be.
Against these three themes I'll present and discuss a 6 point checklist that will help the new leader develop a 30 day plan:
1. Business objectives and environment – assess whether the team is doing productive work that aligns with the business needs.
2. Team – build a highly engaged, resilient team that understand their contribution to the larger business outcomes
3. Metrics –continually visualise progress against your goals
4. Stakeholders – build a strong relationship, and clear lines of communication
5. Continual improvement – no team should stand still and no team has reached perfection, so continuously analyse performance and focus on getting better.
6. Budget – understand the financial commitment to help plan activities and team dynamics
The aim of the talk is to be educational, offering up a set of ideas, supported with real-world examples, that the attendees can adopt in their own organisations, to help them and their teams become more successful.
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?"
So you’ve been told that your organization is going to implement Agile methodologies across ALL of IT, and not just in development. And you’ve been given the responsibility to implement it in Security Operations, and without a clear plan or measurable objectives other than “make the team more efficient”. While one can complain that someone in the C-Suite heard of the book “Scrum: The Art of Doing Twice the Work in Half the Time”, you still have a job to do. So the basics of Project Management, Agile, Scrum & Kanban are covered and how one can shoehorn these concepts into working in an operations context. Oh, and there will also be some finagling of where DevOps stands regarding Agile and Operations.
Advancing the Retrospective: Dynamic Lean & Agile Continuous Improvement Tech...
This document discusses techniques for conducting effective retrospective meetings to continuously improve agile processes. It begins with an overview of retrospectives and their goals of process improvement. Various retrospective techniques are presented, including comments and actions, upside/downside, and distributed tools. The document then covers lean concepts like standard work and A3 problem solving templates to plan and track improvements. Examples demonstrate how these techniques can be applied to areas like onboarding, estimation, and product experimentation. Overall roles and tips for effective retrospectives emphasize the importance of self-improvement, visible standards, and sharing learning across teams.
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...
Updated version of my original Cyphercon talk. With more useful information regarding how to enact change and better visual representation of certain concepts. This talk was given at CircleCityCon 10 in 2023
Making Improvement Standard: Dynamic Agile Practices through Lean Standard Work
This document discusses using standard work and A3 problem solving to drive continuous improvement in agile practices. It begins by defining standard work and lean concepts. Examples of standard work are provided, such as standardizing hospital processes and agile team definitions of done. The document then explains A3 problem solving, providing a template and example for improving a new associate integration process. It discusses applying A3 and standard work to agile by establishing baseline practices, experimenting with improvements, and updating standards. Metrics are suggested for tracking process, people and product outcomes. Finally, an example simulation illustrates applying the concepts to synchronize team sprints while maintaining stakeholder engagement.
Increasing Analytical Thinking In Agile Teams 1.5 (1).pptx
Is your team not delivering the needed outcome? Do you keep building the wrong thing? Does the solution work but doesn't solve the problem? Maybe your Agile Team lacks analytical thinking. Everyone in your team can apply critical and analytical thinking to create better outcomes and higher value levels for your customers.
The Agile Readiness Assessment Tool Essay
This report discusses Scrum, an agile software development methodology. It describes the key roles in Scrum - Product Owner, Scrum Master, and Development Team. It also outlines the core Scrum events - Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective. The report examines the Scrum process and how it aims to deliver working software frequently through short development cycles called sprints. It emphasizes that Scrum provides structure through its roles, events, and artifacts while allowing flexibility through its iterative approach.
Lean change method toronto agile meetup
The document discusses various approaches to facilitating agile adoption using lean change principles. It introduces the Change Canvas as a tool for co-creating change plans in a collaborative way. Examples are provided of how the Change Canvas has been used to map out change contexts, agents, objectives, obstacles and plans. Scaling approaches are also discussed, such as managing coaching flows over time and predicting adoption progress. Overall, the document advocates applying lean change principles like co-creative change and validated adoption to customize agile transformation approaches.
10 tips for the agile transition. By Francesco Sferlazza
10 Tips to consider when adopting Scrum in Large Enterprises.
Slide from the Meetup by Italian Agile Group - ScrumAlliance.org
Milan, April 3rd 2017
Scrum master & agile master
Next level of Scrum Master, Using other Agile Framework apart from Scrum. Using Lean-Agile Principles
"Scrum master or Agile Master" - by Saikat Das @ Scaling Agile Institute
This next level of Scrum Master, their vision for future, how they can scale up in all agile framework apart from just Scrum
agility_principles.ppt
Extreme Programming (XP) is an agile software development process that focuses on customer involvement, incremental delivery of software, and rapid response to change through simple design, refactoring, testing and pair programming. Key principles include developing requirements as user stories, writing automated tests before code, continuous integration and refactoring to simplify code and adapt to changing requirements. Challenges include ensuring representative customer involvement throughout and potential architectural issues from incremental design decisions.
Exploring Agile Transformation and Scaling Patterns
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Introduction to Agile Software Development
What is Agile Software Development?
The Agile Manifesto
The Twelve Principles of Agile Software
Agile Methodologies
Scrum
Extreme Programming (XP)
Lean Software Development
Kanban Software Development
User Story
Definition of Done
Relative Sizing & Story Points
Planning Poker Estimation Technique
Velocity
Kapten Case Study April 2019 for HR presentation
Diogo Cerqueira proposes several steps to address overflow and backlog issues in Kapten's CS team:
1) Assess the current manpower and workflow, explain the need for short-term extra work to address the backlog, and ask for team commitment.
2) Assign senior staff to prioritize backlog requests and create templates for common issues. Have capable agents focus on templated requests to reduce backlog.
3) After the backlog is under control, conduct a more detailed team assessment to align, integrate, and synchronize processes to build trust and commitment within the team.
Introduction to Kanban
Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development.
Come join us for this free Webinar!
Similar to Start coaching new teams with STATIK (20)
ADDO19 - Automate or not from the beginning that is the question
ADDO19 - Automate or not from the beginning that is the question
LAST Conference - The Mickey Mouse model of leadership for software delivery ...
LAST Conference - The Mickey Mouse model of leadership for software delivery ...
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?"
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?"
Advancing the Retrospective: Dynamic Lean & Agile Continuous Improvement Tech...
Advancing the Retrospective: Dynamic Lean & Agile Continuous Improvement Tech...
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...
Making Improvement Standard: Dynamic Agile Practices through Lean Standard Work
Making Improvement Standard: Dynamic Agile Practices through Lean Standard Work
Increasing Analytical Thinking In Agile Teams 1.5 (1).pptx
Increasing Analytical Thinking In Agile Teams 1.5 (1).pptx
10 tips for the agile transition. By Francesco Sferlazza
10 tips for the agile transition. By Francesco Sferlazza
"Scrum master or Agile Master" - by Saikat Das @ Scaling Agile Institute
"Scrum master or Agile Master" - by Saikat Das @ Scaling Agile Institute
Exploring Agile Transformation and Scaling Patterns
Exploring Agile Transformation and Scaling Patterns
Recently uploaded
Corporate innovation with Startups made simple with Pitchworks VC Studio
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
一比一原版(philau毕业证书)美国费城大学毕业证如何办理
原版一模一样【微信：741003700 】【(philau毕业证书)美国费城大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(philau毕业证书)美国费城大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...Istanbul Beykent University (İstanbul Beykent Üniversitesi)
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcyMaximize Your Efficiency with This Comprehensive Project Management Platform ...
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Recently uploaded (6)
Corporate innovation with Startups made simple with Pitchworks VC Studio
Corporate innovation with Startups made simple with Pitchworks VC Studio
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Customer Relationship Managemenet’s Impact on Customer Satisfaction and Perfo...
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
Start coaching new teams with STATIK
- 1. Start coaching new teams with STATIK Duygu Dikmen Agile Coach , Trainer @KoçSistem Akademi
- 2. STATIK (System Thinking Approach to Implementing Kanban) ❏ STATIK is an iterative approach that can help you understand the processes already in place within a team. ❏ Systems Thinking is a way of understanding how a system behaves as a whole rather than through analysis of component parts in isolation.
- 3. STATIK steps ❏ Understand what makes the business fit for purpose ❏ Understand sources of dissatisfaction regarding current delivery ❏ Analyse source and nature of demand ❏ Analyse current delivery capability ❏ Model the service delivery workflow ❏ Identify and define classes of service ❏ Design the Kanban system ❏ Socialise design & negotiate implementation.
- 4. Step 1: How to get a general understanding of purpose ❏ Why does the team exist (from their point of view)? ❏ Who is their customer (or who is consuming their services)?
- 5. Step 2: Understanding the source of dissatisfaction internal example: • We feel overloaded, • We’re not producing high quality work due to time constraints, • There’s a lack of prioritisation, • Things are changing all the time external (from customer persfective) example: • Poor predictability. • Unmet expectations. • Low quality, etc.
- 6. Step 3: Analysing the source and nature of demand by identifying Work Item Types Example:
- 7. Step 4: Analysing demand and delivery capability Example:
- 8. Step 5: Modelling the service delivery workflow It’s time to get a better understanding of each workflow/value stream… ❏ Draw a sequence of steps for each work item type. ❏ Are they all the same? ❏ Do they have a workflow or it is just a simple ‘to-do,’ ‘doing,’ ‘done’ workflow?
- 9. Step 6: Identifying classes of service It’s time to identify the set of policies that describes how and when work must be delivered… classes of service: ❏ Expedite: for critical incidents into production. ❏ Fixed date: for monthly scheduled deploys. ❏ Standard: for all other items requested by the delivery team. They had associated service level agreements (SLAs). ❏ Intangible: long term initiatives to improve work (automation, use of new tools, platform migrations, etc.).
- 10. Step 7: Designing the Kanban system Source: Crisp Blog, https://blog.crisp.se/2009/11/16/henrikkniberg/kanban-kick-start-example
- 11. Step 8: Socialising design & negotiating implementation ❏ Which improvement areas do you want to achieve? ❏ Which metrics can be useful for your team according to your purposes to achieve? ❏ Decide when the physical board design can be completed. ❏ After completion board design next action will be to decide meetings.(Planning, Daily, Retrospective) ❏ Create a shared understanding of Kanban process in working environment, inform your customer about process.