David Anderson: Lean Kanban Southern Europe 2012 keynote
EppsNet Archive: Lean
Aside
Jaime Flinchbaugh: 4 myths about the principle of “Respect for People”
Start by Visualizing Perfection
One can come at improvement from two angles: How can we make things suck less? or What is the ideal state that we should shoot for? I’m for the second option. It is the classic Lean approach to improvement, BTW: Start by visualizing perfection. — Mary Poppendieck Read more →
Lean Startup 101 for Developers
Visibility and Feedback
Forgive my ignorance. How do increased visibility and tighter feedback loops manage and reduce risk? Get in your car. Drive to a winding road. Get up to a decent speed. Close your eyes for two minutes. Then come back and ask your question again. — Ron Jeffries, Yahoo Groups (kanbandev) Read more →
Making Work Visible
Great post on Kanban. The balloon idea is genius! http://blog.flowkaizen.com/why-physical-card-walls-are-important Read more →
Kanban and Scrum: Making the Most of Both
Free download courtesy of Henrik Kniberg, Mattias Skarin and InfoQ.com. The book includes: Kanban and Scrum in a nutshell Comparison of Kanban and Scrum and other Agile methods Practical examples and pitfalls Cartoons and diagrams illustrating day-to-day work Detailed case study of a Kanban implementation within a Scrum organization Read more →
Ultra Lean Planning
I’m not wholeheartedly endorsing the Ultra Lean Planning approach but it does lead you to question how much of the overhead of traditional software development is really necessary. It may be important to know that the author is one of the top guys in the industry and not a random flake. Read more →
Urgent vs. Important
From the Lean Enterprise Institute: Are we all clear on what is really important for our organization in order to solve customer problems and succeed in the long term? (Or, stated another way, can we get past the merely urgent?) Are we agreed on what big problems we need to solve as a team? Are we sure what obstacles are in our way and their root causes? Have we — or will we now — assign responsibility for determining the best countermeasures and removing the obstacles? Critically important, do we have a way of surfacing and resolving all of the cross-function, cross-department conflicts that stand in the way of resolving all major problems in any multi-functional organization including ours? Read more →
Essence of Lean
From Alan Shalloway: Essence of Lean for People Doing Scrum Lots of concurrent tasks cause waste Focusing on removing delays will remove waste Adding value and getting feedback quickly is important If you make a mistake and don’t attend to why you made the mistake, it will likely repeat itself Minimizing work in process (WIP) is a way of improving efficiency and minimizing risk Read more →
Scrum Doesn’t Do Anything
In the end it doesn’t matter what names you use for your processes, good people will do good work and continuously improve what they do. So much of the discussion around Lean versus Scrum (etc.) is about marketing hype, selling consulting and training services, and cornering the market with new name-brands. . . . Scrum is not a methodology, it is not a process. It is a simple framework underpinned by some common sense principles. Scrum offers individuals and organizations the opportunity to continuously improve the way they work. It provides a space for people to behave like human beings, with trust, respect and passion. That’s about it. But that is huge. — Tobias Mayer Read more →