In the book Kanban from the Inside Mike Burrows describes the Kanban Method, explores various models that can be using with Kanban and provides a process for implementing Kanban in organizations. InfoQ interviewed Mike about Kanban’s values, flow and classes of service, combining Kanban with Agile or Lean Startup and implementing Kanban in organizations.
The book Kanban in Action by Marcus Hammarberg and Joakim Sundén is a practical introduction for using kanban to manage work. It provides ideas for applying kanban to visualize work and track progress, to limit work in process, and on how to use metrics for improvement. It also provides games and exercises to learn the kanban principles.
Retrospectives help teams to learn from their experiences and improve continuously. In this interview Nadja Macht, Flow Manager and Coach at Jimdo, talks about how to balance flow and slack time in teams, doing visual management with Kanban boards and deploying agile retrospectives for continuous improvement.
The Agile Consortium Belgium, Sirris and Agoria organized an event to share experiences with agile methodologies like Scrum, Kanban, visual management, XP, DSDM and Lean.
Swiss Railways employed Kanban to transform a department from disappointing performance to predictable efficiency through a series of incremental improvements. A report of their two year journey. 4
A lot of the pain that large and medium-sized organizations are facing boils down to scaling. At Jimdo, the approach to scaling relies on three major factors: culture, communication, and kaizen.
The people’s Scrum is a collection of essays on agile ideas and practices. InfoQ interviewed Tobias Mayer about people, teams and self organization with Scrum and about AgileLib.net.
This second article in the “3 years of Kanban at Sandvik IT” series focuses on the lessons that the System Development Office learned when sustaining the Kanban method during this 4 years journey. 1
The story of an internally driven and remarkably smooth Kanban implementation approach which quickly rewarded Siemens with real and sustainable improvements in predictability, efficiency and quality. 14
This third and last article in the series on the Kanban “nine values, three agendas” model explores the survivability agenda: the humane, start with what you do now approach to change.
A story of an enterprise-wide Kanban implementation, with step-by-step information on how to run Kanban kick-starts and assessments to install a culture of continuous improvements in the enterprise. 2
This second article in the series on the Kanban “nine values, three agendas” model explores the service orientation agenda: a much more outward-looking approach to change.