Kanban, Lean and Agile mysteries
Kanban, Lean and Agile mysteries
This years Lean Kanban Nordic conference will be something extra. The focus in on improving the full value chain, from concept to cash. You will get an unique opportunities to listen and discuss with practitioners sharing their experience of how they have improved their companies using Lean thinking. For example, learn:
The use of traditional contracts when purchasing software carry a flawed assumption – thinking the contract is the right mean to regulate risk.
The insight is key risks are : skill of the provider, the maturity of the client (yes you!) and ability to communicate honestly during the project. Few of these are effectively regulated using traditional contracts focusing on features, time and money.
Which are the key risks when purchasing software?
Kanban is easy to set up, maintaining and improving is harder!
When I visit a kanban team, I use these questions to check they know what they are doing. They are helpful since they are not tool focused, rather verifies that there is a tactic being used. After each question I add “please show it to me” to check it’s a working practice not a paper practice.
To work on prioritized content is a human right.
This is what WIP limits in kanban are for. But you might have evolved to other techniques. This verified that you have a deliberate tactic how how to handle this. Maybe you simply par program every task!
Building skill quickly is the way we build capability. If there is no deliberate thought here we cannot scale.
How do we learn about our capability over time? How do you act when if it drops? Typically lead time measurements, queue size in front of team and quality metrics are helpful here. I look to see they are fact based. Simply doing team retrospectives is not enough, we need external and capability feedback too.
What and why? How do we track progress of improvement activities?
Every successful implementation of Lean or Agile I have seen has an ingredient that is almost a contradiction.
A leader who
This is a contradiction in terms. But every great leader I have observed have had as their final goal to eventually remove themselves. A scary thought? In fact not so. All these leaders had plenitude of options to choose from for their next position. And improvement is never done. There is always a next step.
I denna video berättar jag om vikten av att se till end-to-end ledtid och att den största förbättringspotentialen hos en organisation med Agila team ofta ligger i stegen innan utveckling påbörjas.
(for english readers: In this video I tell about the importance of improving end-to-end lead time - not only think about the development portion of it)
I had the privilege of both attending and speaking at Lean Kanban Central Europe (LKCE) in 2013. (Awesome conference). In my talk I share insights and techniques useful when improving the full value chain, across functions in a software product organization.
Here’s a video on my talk.
Our human brain is way better interpreting visual information (images) than any other information. Evolution taught us to survive this way. Yet, still today, the most common form to deliver requirements is … text. In the old waterfall days it meant a lot of text, today using Agile slightly less text, but still, text. If we do it well we back it up with a conversation.
Let’s look at an Agile example, using the “As a..” syntax:
“As a buyer, I would like to buy a pair of shorts, so I can go running.”