While the principles and practices of the Kanban Method originated in software and product management contexts, during this century’s first decade, it was never conceived or defined in a form that was only applicable to IT. Drawing on Toyota’s approach to lean manufacturing – where “kanbans” were first used to control when to create items, in the right quantity, at the right time – the Kanban Method focuses on “knowledge work” (services primarily producing intangible products), with similar aims to limit work in progress and tailor work processes to respond rapidly to the customers’ needs and purposes. It is ideally suited therefore to bring the key messages of “Agile” to the whole business.
As a result, the Kanban community is waking up to the need to find new ways to communicate the principles and practices of Kanban to the many other processes in the business, other than software development, that contribute to the value delivered to customers. “Whole Organisation Kanban” is part of that initiative, and this presentation will seek to explain the “essentials” of Kanban using not-IT examples, language and case studies. The first principle of Kanban is to “start with what you do now”, without initially changing job titles, processes or responsibilities. It means it can be straightforward to start using Kanban without major disruption or consultant-led transformations. However the method does require leadership at all levels of the organisation, and a determination to pursue evolutionary change for the benefit – not only of the organisation and its workers – but first and foremost for the customer. It is not hard to find examples, inside and outside of IT, where failure to do this has resulted business disasters, and even in the total demise of market-dominant businesses. There is no time to lose in learning these lessons.
Webinar: Kanban or Scrum – Is Scrum for developers and Kanban for IT support?Intland Software GmbH
Watch this webinar recording to learn about the fundamentals of the two most popular Agile approaches: Scrum and Kanban. The webinar explains why, how and when these are best used, and the benefits commonly associated with their use. The video also talks about Scrumban, the approach combining the benefits of Scrum and Kanban, and discusses how you could benefit from using Scrumban in your organization. As usual, a live demonstration then shows how codeBeamer supports all Agile processes.
http://intland.com/webinar/2015-03/kanban-or-scrum-is-scrum-for-developers-and-kanban-for-it-support-4/
Return to Basics: Supply Chain Re-design ..'Isc' turkey 2015Walaa Maher
What is Supply Chain/Network redesign basics .. ... Not saying it is the best or working 100%.. just it worked for me every time in every company... and themed with Frank Sinatra :)
Scrum and Kanban - Getting the Most from EachMichael Sahota
Scrum is the most popular Agile methodology with Kanban a growing second choice. Learn about the core parts of each one as well as how they differ so that you can find the best fit for your team or organizational context. For example, Scrum is great when you want to shake up the status quo and transform the way you work. Kanban is great when small changes are a better fit for the environment. Learn how they work and how you can use them in your environment.
One of the key things in getting Scrum working is overcoming resistance. We've all heard the likes of "You just want to be able to de-scope work" and "I need dates". During this talk we discussed some of the common objections and how to tackle them.
Webinar: Kanban or Scrum – Is Scrum for developers and Kanban for IT support?Intland Software GmbH
Watch this webinar recording to learn about the fundamentals of the two most popular Agile approaches: Scrum and Kanban. The webinar explains why, how and when these are best used, and the benefits commonly associated with their use. The video also talks about Scrumban, the approach combining the benefits of Scrum and Kanban, and discusses how you could benefit from using Scrumban in your organization. As usual, a live demonstration then shows how codeBeamer supports all Agile processes.
http://intland.com/webinar/2015-03/kanban-or-scrum-is-scrum-for-developers-and-kanban-for-it-support-4/
Return to Basics: Supply Chain Re-design ..'Isc' turkey 2015Walaa Maher
What is Supply Chain/Network redesign basics .. ... Not saying it is the best or working 100%.. just it worked for me every time in every company... and themed with Frank Sinatra :)
Scrum and Kanban - Getting the Most from EachMichael Sahota
Scrum is the most popular Agile methodology with Kanban a growing second choice. Learn about the core parts of each one as well as how they differ so that you can find the best fit for your team or organizational context. For example, Scrum is great when you want to shake up the status quo and transform the way you work. Kanban is great when small changes are a better fit for the environment. Learn how they work and how you can use them in your environment.
One of the key things in getting Scrum working is overcoming resistance. We've all heard the likes of "You just want to be able to de-scope work" and "I need dates". During this talk we discussed some of the common objections and how to tackle them.
From Zero to Hero, how to become a Master of Puppets - Nick CunninghamAtlassian
In this session you will learn how Puppet Labs, cleaved its helpdesk from its general Operations and created a dedicated Service Desk team. Nick will share their planning process and lessons learned, but more importantly, how having a Service Desk triage Operations tickets makes your Service Desk smarter and Operations team better. Take aways from the session include: Things to consider when planning your Service Desk, Problems faced setting up a Service Desk and how to overcome them, How to configure your Customer Portal to minimize triage time and make your team more productive, Ways to encourage self-service amongst your users to empower them and reduce inbound tickets
Transitioning to Kanban: From Theory to PracticeTechWell
You're familiar with agile and, perhaps, practicing Scrum. Now you're curious about Kanban. Is it right for your project? How does Kanban differ from Scrum and other agile methodologies? From theory to practice, Gil Irizarry introduces Kanban principles and explains how Kanban's emphasis on modifying existing processes rather than upending them results in a smooth adoption. Instead of using time-boxed units of work, Kanban focuses on continuous workflow, allowing teams to incrementally improve and streamline product delivery. Explore how to move from Scrum to Kanban with new, practical techniques that can help your team quickly get better. Discover the use of cumulative flow diagrams, WIP (work-in-progress) limits, and classes of services. In a hands-on classroom exercise, you'll help create a value stream map, determine process efficiency, and experience techniques from the Kanban toolset. Come and grow your agile repertoire in the Kanban way.
What happens when your leads move down the funnel only to get stuck in the middle? See how one organization identified the tools and tactics to break through the bottleneck and learn how targeted engagement with prospects and timely hand-offs from marketing to sales makes all the difference by watching this #LLS16 webinar with Full Circle Insights: http://dg-r.co/2aYDLb3
Intuit Quickbase Empower 2015 - Finish Strong: SUCCESSFULLLY ROLLING OUT YOUR...John Head
Session given by John Head & Ken Lamey at Inbtuit Quickbase Empower 2015 in Chicago, IL on May 28th, 2015. Session abstract: You have built that killer application that perfectly meets the demands of your business users. Now what? Now is the time to finish strong and plan for a successful rollout. In this session, the PSC team will equip you with information and guidance to successfully roll out your application for maximum benefit. You'll walk away with the skills to develop a strong communication plan, improve user adoption, gather user feedback, train users, and track their usage throughout the rollout.
Demand Gen Report - Stuck in the Middle - Strategies for Turbocharging Your F...Full Circle Insights
www.fullcircleinsights.com
Part of the Demand Get Report Lead Lifecycle Series.
In the middle of the funnel, the stakes are high and the potential opportunity is great. There are plenty of places to clear bottlenecks, improve marketing-to-sales alignment, and drive growth. Learn about common problems in the middle of the funnel, how to diagnose them, and ways to solve them. See how Vidyard built its revenue operations organization and diagnosed MOFU problems.
With guest Joe Gelata, Head of Global Revenue Operations at Vidyard.
Finish Strong -- Successfully Rolling Out Your Killer QuickBase AppQuickBase, Inc.
You have built that killer application that perfectly meets the demands of your business users. Now what? Now is the time to finish strong and plan for a successful rollout. In this session, the PSC team will equip you with information and guidance to successfully roll out your application for maximum benefit. You'll walk away with the skills to develop a strong communication plan, improve user adoption, gather user feedback, train users, and track their usage throughout the rollout.
Briefing to educate project managers on two core Agile techniques - Scrum and Kanban. For those with Agile experience, it goes on to present a number of common challenges to successful Agile adoption and how to address those challenges.
Using Agile Methodology to Deliver Projects That Transform Customers from Dou...Mike Harris
Examine the agile best practices currently employed by leading web hosting provider, Ecommerce Inc. to deliver best in class technology solutions. By employing these practices, any IT organization can move projects from unpredictable and frustrating to transparent, disciplined, repeatable and most important, successful. We will walk step by step through the practices that you must implement, which are optional and which you should avoid. You will leave this talk with a pragmatic set of tools and practices that you can take back and employ immediately on your own projects to transform you customers from doubters to raving fans.
Defining new product or service requirements is often treated as a tedious task to slog through so that the “real work” — design and development — may begin. But the largest market opportunities usually come from identifying an unmet need that others have overlooked, rather than simply improving interface design or tweaking features. How can we identify these unmet needs? By taking a step back and conducting a more meaningful process. This workshop will address the four high level areas necessary to build a solid base of requirements: business drivers, user needs, technology frameworks and environmental/social impact. We will work through how to ensure user needs are at the heart of your planning, how to craft requirements that can be flexibly adapted to an Agile process, and how to negotiate effectively with your other stakeholders. This is a hands-on, fast-paced workshop that will leave you with tangible tools that you can take back to your organization and share for maximum impact.
Estimates are not promises
Your gut lies
Premature estimation is sabotage
Big teams are slower than small ones
Beware unwarranted precision
Count all the things!
When in a pinch, use a proxy
You can’t negotiate math
From Scrum Alliance
There has been an explosive change within the last two decades over how software is developed and deployed. Agile methods and Scrum have led this charge and continue to gain momentum.
A new report, The State of Scrum: Benchmarks & Guidelines, is now available. This report reveals who is practicing Scrum, why they are practicing Scrum and the outlook for Scrum.
Almost 500 professionals in over 70 countries were surveyed for the report. Participants represented multiple industries from IT to education, finance, government, healthcare, telecommunications and more. Learn how your Scrum practice compares!
The full report is found here: http://www.scrumalliance.org/why-scrum/state-of-scrum-report
Effective Executive Status Reporting Webinar By KW3 ConsultingKirk Williams
PROGRAM SUMMARY
We have all been there and experienced it – trying to figure out the best way to communicate status to senior leadership. Complex initiatives are challenging enough as it is. Getting the right information and data points at the right level is critical so key decisions can be made to keep the initiative moving. Achieving the right level of communication can be a challenge. If not achieved, senior leadership alignment and support will be at risk. Join your fellow colleagues to discover:
• The different levels of status reporting
• Understand what executives really care about
• Effective communication techniques with executives
• Tips for effective executive status reporting
Brief overview of Scrum
Overview of Kanban principles and practices
Comparison of Scrum and Kanban
Overview of Scrum with Kanban
Basic Metrics of Flow
Visualizing Metrics of Flow
Experience Report
Introducing Kanban through a 3-layered value system - a familiar core that's about driving change, a middle layer that is about direction and alignment, and a protective outer layer of discipline and working agreements. This model aligns Kanban with the concept of the Learning Organisation and suggests ways to seek resonances with other methods. It has some practical benefits too: it can help us engage more effectively with the organisation as it currently is; it encourages us to reflect on our effectiveness as agents of change; it provides a convenient framework for the capture of stories.
From Zero to Hero, how to become a Master of Puppets - Nick CunninghamAtlassian
In this session you will learn how Puppet Labs, cleaved its helpdesk from its general Operations and created a dedicated Service Desk team. Nick will share their planning process and lessons learned, but more importantly, how having a Service Desk triage Operations tickets makes your Service Desk smarter and Operations team better. Take aways from the session include: Things to consider when planning your Service Desk, Problems faced setting up a Service Desk and how to overcome them, How to configure your Customer Portal to minimize triage time and make your team more productive, Ways to encourage self-service amongst your users to empower them and reduce inbound tickets
Transitioning to Kanban: From Theory to PracticeTechWell
You're familiar with agile and, perhaps, practicing Scrum. Now you're curious about Kanban. Is it right for your project? How does Kanban differ from Scrum and other agile methodologies? From theory to practice, Gil Irizarry introduces Kanban principles and explains how Kanban's emphasis on modifying existing processes rather than upending them results in a smooth adoption. Instead of using time-boxed units of work, Kanban focuses on continuous workflow, allowing teams to incrementally improve and streamline product delivery. Explore how to move from Scrum to Kanban with new, practical techniques that can help your team quickly get better. Discover the use of cumulative flow diagrams, WIP (work-in-progress) limits, and classes of services. In a hands-on classroom exercise, you'll help create a value stream map, determine process efficiency, and experience techniques from the Kanban toolset. Come and grow your agile repertoire in the Kanban way.
What happens when your leads move down the funnel only to get stuck in the middle? See how one organization identified the tools and tactics to break through the bottleneck and learn how targeted engagement with prospects and timely hand-offs from marketing to sales makes all the difference by watching this #LLS16 webinar with Full Circle Insights: http://dg-r.co/2aYDLb3
Intuit Quickbase Empower 2015 - Finish Strong: SUCCESSFULLLY ROLLING OUT YOUR...John Head
Session given by John Head & Ken Lamey at Inbtuit Quickbase Empower 2015 in Chicago, IL on May 28th, 2015. Session abstract: You have built that killer application that perfectly meets the demands of your business users. Now what? Now is the time to finish strong and plan for a successful rollout. In this session, the PSC team will equip you with information and guidance to successfully roll out your application for maximum benefit. You'll walk away with the skills to develop a strong communication plan, improve user adoption, gather user feedback, train users, and track their usage throughout the rollout.
Demand Gen Report - Stuck in the Middle - Strategies for Turbocharging Your F...Full Circle Insights
www.fullcircleinsights.com
Part of the Demand Get Report Lead Lifecycle Series.
In the middle of the funnel, the stakes are high and the potential opportunity is great. There are plenty of places to clear bottlenecks, improve marketing-to-sales alignment, and drive growth. Learn about common problems in the middle of the funnel, how to diagnose them, and ways to solve them. See how Vidyard built its revenue operations organization and diagnosed MOFU problems.
With guest Joe Gelata, Head of Global Revenue Operations at Vidyard.
Finish Strong -- Successfully Rolling Out Your Killer QuickBase AppQuickBase, Inc.
You have built that killer application that perfectly meets the demands of your business users. Now what? Now is the time to finish strong and plan for a successful rollout. In this session, the PSC team will equip you with information and guidance to successfully roll out your application for maximum benefit. You'll walk away with the skills to develop a strong communication plan, improve user adoption, gather user feedback, train users, and track their usage throughout the rollout.
Briefing to educate project managers on two core Agile techniques - Scrum and Kanban. For those with Agile experience, it goes on to present a number of common challenges to successful Agile adoption and how to address those challenges.
Using Agile Methodology to Deliver Projects That Transform Customers from Dou...Mike Harris
Examine the agile best practices currently employed by leading web hosting provider, Ecommerce Inc. to deliver best in class technology solutions. By employing these practices, any IT organization can move projects from unpredictable and frustrating to transparent, disciplined, repeatable and most important, successful. We will walk step by step through the practices that you must implement, which are optional and which you should avoid. You will leave this talk with a pragmatic set of tools and practices that you can take back and employ immediately on your own projects to transform you customers from doubters to raving fans.
Defining new product or service requirements is often treated as a tedious task to slog through so that the “real work” — design and development — may begin. But the largest market opportunities usually come from identifying an unmet need that others have overlooked, rather than simply improving interface design or tweaking features. How can we identify these unmet needs? By taking a step back and conducting a more meaningful process. This workshop will address the four high level areas necessary to build a solid base of requirements: business drivers, user needs, technology frameworks and environmental/social impact. We will work through how to ensure user needs are at the heart of your planning, how to craft requirements that can be flexibly adapted to an Agile process, and how to negotiate effectively with your other stakeholders. This is a hands-on, fast-paced workshop that will leave you with tangible tools that you can take back to your organization and share for maximum impact.
Estimates are not promises
Your gut lies
Premature estimation is sabotage
Big teams are slower than small ones
Beware unwarranted precision
Count all the things!
When in a pinch, use a proxy
You can’t negotiate math
From Scrum Alliance
There has been an explosive change within the last two decades over how software is developed and deployed. Agile methods and Scrum have led this charge and continue to gain momentum.
A new report, The State of Scrum: Benchmarks & Guidelines, is now available. This report reveals who is practicing Scrum, why they are practicing Scrum and the outlook for Scrum.
Almost 500 professionals in over 70 countries were surveyed for the report. Participants represented multiple industries from IT to education, finance, government, healthcare, telecommunications and more. Learn how your Scrum practice compares!
The full report is found here: http://www.scrumalliance.org/why-scrum/state-of-scrum-report
Effective Executive Status Reporting Webinar By KW3 ConsultingKirk Williams
PROGRAM SUMMARY
We have all been there and experienced it – trying to figure out the best way to communicate status to senior leadership. Complex initiatives are challenging enough as it is. Getting the right information and data points at the right level is critical so key decisions can be made to keep the initiative moving. Achieving the right level of communication can be a challenge. If not achieved, senior leadership alignment and support will be at risk. Join your fellow colleagues to discover:
• The different levels of status reporting
• Understand what executives really care about
• Effective communication techniques with executives
• Tips for effective executive status reporting
Brief overview of Scrum
Overview of Kanban principles and practices
Comparison of Scrum and Kanban
Overview of Scrum with Kanban
Basic Metrics of Flow
Visualizing Metrics of Flow
Experience Report
Introducing Kanban through a 3-layered value system - a familiar core that's about driving change, a middle layer that is about direction and alignment, and a protective outer layer of discipline and working agreements. This model aligns Kanban with the concept of the Learning Organisation and suggests ways to seek resonances with other methods. It has some practical benefits too: it can help us engage more effectively with the organisation as it currently is; it encourages us to reflect on our effectiveness as agents of change; it provides a convenient framework for the capture of stories.
Feedback and cadence: how to improve improvementAndy Carmichael
Feedback and cadence are two essential elements of control. That's why management of agile teams needs them – particularly as our purpose is to help businesses respond to continuously changing fitness landscapes. Choosing appropriate feedback loops and their cadences (the periods between feedback cycles) is the key to effective management of agile processes and their continuous improvement. It's one of the keys to improving improvement.The session will explore actual feedback loops in typical businesses and process frameworks, including those in agile methods like Scrum and Kanban, scaled frameworks like SAFe or LeSS, and bespoke processes that have evolved within businesses. Feedback loops and cadences abound in controlling work. Scrum has a dominant cadence, defined by Sprint length. Kanban – described by one critic as an agile method without a cadence – in reality defines many of them. Other methods may use cadence or event-driven feedback loops to achieve control, or like the “no deliberate process” approach, use instinctive feedback loops based on managers’ experience or preference. In all cases examining current processes and comparing them with schematic cadence models, yields important insights that can generate and guide improvement initiatives.If you need to know how to improve your continuous improvement efforts, let feedback and cadence be your guide.
* Choosing the right work
* Making the work flow
* Ensuring the work’s right
* Improving the workflow
We’ll look at two typical scales – the agile team (proverbially 7 plus or minus two), and the multi-team, multi-service context.
How can I apply Kanban "optics" (seeing and understanding work differently) to make better decisions? The accessible keys to Kanban success: the Lens (seeing work, workflow, knowledge work and organisations differently) and the decision filters (emphasising value and flow over waste and scale; finishing over starting, trust over control, action over analysis). They’re succinct memoranda of Kanban power! A key to successfully applying the Kanban method is to see work in a different light - to see it through the Kanban lens, and to filter decision-making for Lean working (the Lean Decision Filter) and improved business agility (the Agile Decision Filter). The Kanban Lens, as well as the Lean and Agile Decision Filters, have been part of the Kanban body of knowledge for several years, but they are not well known, and recent developments, particularly the Kanban Maturity Model, shows the need for a good understanding of these fundamentals. The lens and decision filters provide a concise and memorable framework for examining the way we look at work, workflow, knowledge work and organisation, and how decision-making can be focused on value-creation and pro-active innovation.
This talk explains these key ideas, that bring to life the essence of the Kanban Method.
Portfolio management: Balancing Irrefutable Demand with Cost of Delay #agilec...Andy Carmichael
Portfolio management is about balancing and hedging risk, as opportunities or threats are assessed, positions reviewed, and investment or dis-investment decisions are made. Why then is the focus of information flowing to portfolio managers primarily about schedule, scope and budget rather than value realisation? Why is success still judged by on-time-on-scope-on-budget rather than investment criteria such as yield and duration?
This presentation explores one reason: that the paradigm of the project, with its (usually annual) cycle of proposal, plan, implementation and delivery, is over-constrained for solving the complex domain where many portfolio managers operate – multiple overlapping products in competitive markets. Projects do not facilitate the dynamic monitoring of product applicability and profitability. Where “small change” processes are introduced to enable greater responsiveness, the cost and impact of such work may not even be visible at portfolio-management level. The presentation looks at the alternative paradigm of “value-flow”, particularly its realisation in Lean and Kanban approaches. It explains the concept of a kanban system and how it can be applied at product/programme level, covering many services that deliver value within the organisation and to its customers. It explains “irrefutable demand” – the perception that individual services receive work requests that cannot be refused – and how this works against flow, predictable deliveries and ultimately productivity. The primacy of time in investment decision-making is also stressed, particularly the importance of reducing “Lead Time” to reduce risk, and of understanding “cost of delay” as an economic basis for rational work scheduling.
Essential Kanban: What you need to know about Kanban… even if you’re not usin...Andy Carmichael
What you need to know about Kanban… even if you’re not using Kanban!
Kanban is not a process or a process framework. It’s not an informal mechanism for visually organising work, without inconvenient rules. It’s not even a scaling framework, though it is applicable at a wide variety of scales. Kanban is a way of looking at your work – whatever process you use – and improving customer and business outcomes. So this session will be as relevant to those not using Kanban, as to those who do, since it will help you see your work through a different lens. By focussing on the work (rather than the worker), and the customer’s purpose (rather than the service provider’s needs), the flow of value is continually examined and incrementally improved.
In this light-hearted and wide-ranging talk, we’ll be exploring a number of Kanban themes and memes: the first rule of Kanban Club evolution is not smaller change, but a different mechanism of change agility measured by lead time and value delivery, not adoption of practices no team is an island flow efficiency versus resource efficiency deadlines create turbulence – so manage to real changes in cost of delay, not iteration boundaries forecasts and forecastability.
Andy Carmichael: Whether as a manager, developer, coach or author, a common theme to what I’ve done throughout my career has been helping teams make “better software… faster”. Working with a wide variety of clients on very small to impossibly large projects, remains my principal source of education - outweighing various degrees and certifications I’ve also picked up along the way. Thinking deeply about business problems and finding the intersection with how people best work together, is where I find the fun - and the value - lies. I recently co-authored Essential Kanban Condensed with David Anderson, a short guide to the broad range of subjects that make up the Kanban method.
Twitter: @andycarmich Blog: Improving Projects
Presents an overview of the _Kanban Litmus Test_, a series of four questions that go to the heart of an organisation's use of Kanban. Essential knowledge for coaches, managers and practitioners alike to ensure you realise all of Kanban's promised benefits.
Kanban starts with the processes, roles and policies you're using now. This means you can be using the Kanban Method but not yet have a process that effectively limits work in progress, let alone brings all the expected benefits of Kanban such as improved lead times, throughput and quality. How then do you know if you are really applying Kanban well? The answer is the _Litmus Test_ a series of 4 questions (and supplementaries) that drills into the way your organisation is using Kanban. This presentation will explain what the Litmus Test is and how it can guide adopters of the method to move step by step through the elements. The Litmus Test links many aspects of Kanban together, such as the nature of true kanban systems, the reasons and business benefits of deferred commitment, the opportunities for increasing customer satisfaction through effective forecasting and classes of service, and the new business models opened up by deep Kanban implementations.
This talk highlights one of the lesser known aspects of Kanban, described in *Essential Kanban Condensed*, the French edition of which became available in the week of the conference - see http://leankanban.com/frguide
Time is an Asset, Delay is a Cost: Applying qualitative and quantitative analysis for competitive advantage
abstract
In competitive product development, time often trumps cost and value. While cost of delay is now a part of our vocabulary, how to use it is less understood. Hear the historical context of time-agility strategies, have equations and qualitative approaches demystified - make more effective decisions.
description
While cost of delay has become a fashionable topic for Agile practitioners, agreement as to the correct way to apply it has been harder to find. This presentation will look to the historical use of time and agility to create winning strategies. It examines proposals to quantify cost of delay in product management contexts, and explains the justifications for the resulting formulae and archetypes - where appropriate giving the limitation of their applicability and when to apply different approaches. Finally the presentation looks to the synthesis of these ideas to use quantitative calculations and qualitative analysis in formulating product investment and development strategies.
Featureban & Metrics Game at Agile South CoastAndy Carmichael
This workshop used a metrics spreadsheet in conjunction with Mike Burrows' Featureban game to teach flow, , Metrics gathering, CFDs, Scatterplots, Cost of Delay and many other aspects usefult to Scrum and Kanban teams. These slides present the set up and results from the 4 teams
London Kanban Coaching Exchange
Flow Systems - like developments being run with a process like Scrum or Kanban - provide us a lot of data, and, if we know how to look at it, a lot of information about the health of our processes and projects. Start and end dates for example provide Throughput, Time in Process, Work in Progress as well as more exotic metrics such as Flow Debt, WiP-Aging and Delivery Bias indicators. Adding in Target Dates and historic distribution data for Lead Times provides Buffer Consumption measures, and the simple application of Monte Carlo models (plug it into the spreadsheet!) gives completion probabilities over a range of dates. We'll review what these metrics mean and who's writing about them. Then look at concise, concrete and pragmatic advice for how you can use them on your projects. Whether you've never seen a Control Chart or a Cumulative Flow Diagram - or if you're using flow metrics every day and bring along some diagrams and insights to share, this will be an entertaining evening of the whys and hows of project numbers.
About the Speaker
Andy Carmichael: Whether as a manager, developer, coach or author, a common theme to what I’ve done throughout my career has been helping teams make “better software… faster”. Working with a wide variety of clients on very small to impossibly large projects, remains my principal source of education - certainly outweighing various degrees and certifications I’ve also picked up along the way! Thinking deeply about business problems and finding the intersection with how people best work together, is where I find the fun - and the value - lies.
Twitter: @andycarmich Blog: Improving Projects
Cross-department Kanban Systems - 3 dimensions of scaling #llkd15Andy Carmichael
Describes Clearvision's journey of adopting Kanban, not just in the software development team but in Marketing and other departments. Uses 3 dimensions of scaling - Width (before and after); Height (different sizes, timescales, decision-making); Depth (interdependent services at the same level)
Improving software development at scale - promise and pitfalls #llkd14Andy Carmichael
Software (as frequently observed) is hard. And software development at scale is particularly hard. Evidence suggests a strong inverse relationship between the likelihood of a software project delivering its planned benefits (within budgeted costs) and the project's size. While this is nothing new, we should ask why has there been so little improvement over the years.
Agile methods undoubtedly contributed much over their first two decades to the effectiveness of software teams - particularly "coffee-pot-sized" teams developing new products. Agile methods were primarily designed with this sized team in mind, and agile process frameworks are still defined almost entirely with reference to this scale. In their third decade however, the question of how these methods scale can no longer be avoided. This presentation, rather than focusing on the new frameworks that are now emerging, reviews anecdotal evidence as well as theoretical ideas on what improves (or degrades) performance of large initiatives… in particular the management behaviours that have proved helpful or counter-productive in real projects.
Large scale does not invalidate strategies that work at small scale, however it does introduce management problems that are new - problems that are not overcome by simply "keeping the geeks away from the suits" (or keeping the "chickens" silent while the "pigs" speak)!
Shortest possible definition of Kanban lkuk13Andy Carmichael
This presentation from the Lean Kanban UK Conference in London, 2013, was a challenge to summarise the essence of the Kanban methodthe same definition to apply at multiple scales from personal through to portfolio Kanban.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
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
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
5. @andycarmich
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• Recruitment for Offshore Development team of large bank
• Significant increase in team size
• High calibre team required
• Short timescales to ramp up the team
(No names, no pack-drill)
FromAlexeiZheglov@az1-
https://twitter.com/az1/status/862052219226664961
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Principles: guidance that defines a philosophy
General Practices: abstract actions that are aligned
with the philosophy
Specific Practices: specific actions that can be
followed in…
• a defined context,
• at a particular scale, and
• with a group at a certain level of maturity
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• A method for managing and improving knowledge
work (a “service”)
• A method for managing and improving the
network of interdependent services in an
organisation
• (A method that uses kanban systems)
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Change Management:
1. Start with what you do now
2. Agree to pursue improvement through
evolutionary change
3. Encourage acts of leadership at every level
Don’t start by changing your
process, nor by re-
organising…
Start by seeing your work
differently
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1. See your work as flow
2. Start here
3. Visualize work and policies
4. Adopt validated changes that improve the
flow of value to customers
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Recruitment / HR …
• Internal department of a bank
• Offshore development team
• Growing rapidly for time critical project
• Leading employer in the region
• Focus on quality of recruited team…
• Quality of the recruitment experience
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http://www.personalkanban.com/pk/wp-content/uploads/2010/12/Screen-
shot-2010-12-12-at-2.43.28-PM3.png
Referenced in: https://en.wikipedia.org/wiki/Kanban_(development)
Candidate Backlog
Contact CandidateCandidate
Contacted
Phone Interview
ScheduledPhone Interview
Schedule In-house
Interview
In House Interview
Candidate Selected
– No Interview
Candidate Rejected
– After Interview
Candidate On Hold
Simon Interview
Candidate on Offer
In-house Interview
Scheduled
Colours indicate
work item types
• Sees work as flow
• Starts from current process and roles
• Visualises the work and process
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Service Delivery:
• Focus on the customers’ needs and
expectations
• Manage the work; not the workers
• Evolve policies to improve customer outcomes
Don’t start by changing
other people‘s work…
Start from customers’ needs
and how your service can be
fit for purpose
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Evolution…
• Identified two sources of work from two types of
customer:
• PMs – job requisitions (multiple people, single role, single
target date)
• Candidates – information, assessment, feedback
• Customers have different criteria for “fitness for
purpose”
• Design of system must meet both criteria effectively
• Two tier board
• Multiple routes to completion
• Classes of Service and
• Cost of Delay
• End-to-end scope extended
• Limited WiP?
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Requests Selected Active Acceptance Complete
Discarded
Commitment
On-going Ready
4 6 4
Delivery
System Lead Time
Kanban uses kanban systems
to balance accepted demand with capacity/capability
Released
Receipt
Customer Lead Time
Request
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Requests Selected Active Acceptance Complete
Item per time
period
Discarded
Commitment
Ongoing Ready
4 6 4
System Lead Time
Released
Receipt
Customer Lead Time
Accepted
Request Delivery
Regular cadence
Sync’ing System and Customer Lead Time`
Time in Active Time in Delivering
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Feature
Selected
2 - 5
Pool of
Ideas
User Story
Identified
30
User Story
Preparation
In
Progres
s
Ready
User Story
Development
In
Progres
s
Ready
(Done)
Feature
Acceptance
8
In
Progres
s
Ready
Deploy
- ment
5
Delivere
d
Feature
Preparation
3 - 10
In
Progres
s
Ready
Discarded
Epic
511
Epic
606
Epic
287
Epic
329
Epic
439
Epic
562
Epic
478
Epic
431
Story
602-01
Epic
335
Epic
302
Epic
602
Epic
512
Story
602-04
Story
602-02
Story
602-06
Story
602-03
Story
602-05
Story
302-03
Story
302-01
Story
302-07
Story
302-02
Story
302-08
Story
302-06
Story
335-09
Story
335-10
Story
335-04
Story
335-08
Story
335-03
Story
335-01
Story
512-04
Story
512-07
Story
512-02
Story
512-05
Story
512-03
Story
512-06
Story
335-06
Story
335-05
Story
335-02
Story
512-01
Story
335-07
Story
302-09
Story
303-05
Story
302-04
Epic
221
Epic
662
Epic
651
Epic
589
Epic
444
Epic
609
Epic
577
Epic
362
Epic
468
Epic
401
Epic
582
Epic
521
Epic
339
Epic
276
Epic
694
Epic
213
Epic
274
Epic
287
Epic
388
Epic
419
Epic
386
Epic
294
1
5
1
5
Policy
Business case
showing value, cost
of delay, size
estimate and design
outline.
Policy
Selection at
Replenishment
meeting chaired
by Product
Director.
Policy
As per
“Definition of
Done” (see…)
Policy
Small, well-
understood,
testable,
agreed with PD
& Team
Policy
Risk assessed per
Continuous
Deploy-ment policy
(see…
Commit-
ment to
Develop
Commit-
ment to
Deliver
Source: https://en.wikipedia.org/wiki/Kanban_(development)
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The 3 Dimensions
of Scaling Kanban
Chains: expand the
scope (before / after)
Portfolio
Product
Service
Personal
Products - Goals
Strategic Direction
Features - Value
Product Management
Stories - Delivery
Day to day Leadership
Tasks - Focus
Individual Professionalism
WEEKS/
DAYS
DAYS/
HOURS
MONTHS/
WEEKS
YEARS/
QUARTERS
Hierarchies: related work
items with different sizes,
timescales and levels of
decision-making (scale-free
Kanban)
Networks: management
of interdependent services
at the same level
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• What happens upstream?
• What happens downstream?
• What other services are needed to deliver value?
(Support, Operations, Marketing)
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Marketing Challenges?
• Time management.
• Priority management.
• Unclear ownership.
• Reactive, not proactive.
• Difficult to complete complex projects.
• Project waterfalling (water-failing).
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Kanban for Marketing
• Simple at first
• Daily Stand-up
• Benefits:
• Visibility
• Task ownership
• Things were getting completed!
But...
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Our Work Flow is More Complicated!
• The workflow is defined
• Tasks get blocked, reviewed, TESTED
• Filter options added
• The kanban system evolves...
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Our kanban system for Marketing
Positives
• Tasks Completed Faster
• Ownership of jobs
• Reduced task-hopping
• More transparent workloads
• Visibility of reviews and “tests”
• Easier to work between
departments
• Visibility of business
imperatives
• Confusion over priorities
• Overloaded backlog
• Lack of large project vision
• “Easy” tasks being selected
• Project stagnation
• Vague completion times
Negatives
What’s the next step?
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1. See your organization as a network of
inter-dependent services
2. Scale out sequentially, service by service
3. Design each service independently from
first principles
4. Use feedback loops through the
management system to achieve balance
and improve service delivery to
customers
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Expanding across Clearvision
Maturing in its ability to apply Kanban as the company grows
Spectrum
Product Dev Marketing
ACP
Programme
Operations /
Hosting
Professional
Services Projects
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Åhlström, P. and Modig, N. (2012). This is Lean: Resolving the Efficiency
Paradox. [Book] 1st ed. Stockholm: Rheologica Publishing.
Anderson, David J. 2010. Kanban: Successful Evolutionary Change for
Your Technology Business. [Book] United States: Blue Hole Press.
Anderson, D. (2015). Kanban Enterprise Services Planning: scaling the
benefits of Kanban. [online] SlideShare. Available at:
http://www.slideshare.net/agilemanager/enterprise-services-planning-
scaling-the-benefits-of-kanban-54207714
Anderson, D. (2016). Fit For Purpose Score. [Blog] LinkedIn. Available at:
https://www.linkedin.com/pulse/fit-purpose-score-david-anderson
Anderson, D. (2016). Introducing Fitness Box Score. [Blog] LinkedIn.
Available at: https://www.linkedin.com/pulse/introducing-fitness-box-
score-david-anderson
Anderson, David J., and Andy Carmichael. 2016. Essential Kanban
Condensed. [Book] United States: Lean Kanban University.
http://leankanban.com/guide
Carmichael, A. and Wood, S. (2015). Cross-department Kanban systems,
London Lean KanbanDay 2015. [video] Available at:
https://www.youtube.com/watch?v=U-d_FeCe_f4
Hammarberg, M. (2016). How Kanban Helped Save a Hospital in
Indonesia. [video] Available at:
https://www.youtube.com/watch?v=nEKuY9P53Q4
Modig, N. (2016). The Efficiency Paradox, TEDx Talks. [video] Available at:
https://www.youtube.com/watch?v=hGJpez7rvc0&t=908s
Moran, M. (2011). Kanban for Short Intense Projects: How We Used
Kanban to Visualize Our Hiring Process Workflow and Make Our Lives
Easier. [Blog] Personal Kanban. Available at:
http://www.personalkanban.com/pk/designpatterns/kanban-for-short-
intense-projects-how-we-used-kanban-to-visualize-our-hiring-process-
workflow-and-make-our-lives-easier/ [Accessed 5 Jul. 2017].
Wikipedia (2011). Kanban (development). [online] En.wikipedia.org.
Available at: https://en.wikipedia.org/wiki/Kanban_(development)
[Accessed 5 Jul. 2017].
Slides: slideshare
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Physical book available
from Amazon and other
booksellers. PDF can be
downloaded from
leankanban.com/guide
Template can be
downloaded from
goo.gl/Ho5nz8!