The Scaled Agile Framework (SAFe) with custom modifications to it in accordance with Agile and Lean values helped Seamless Payments to go through a period of organizational growth and prepare for further growth. This article describes the change that was done using a slimmed down version of SAFe that still maintained its core ideas.
By changing the inner workings from a project perspective to a product perspective Agfa Healthcare established a less complicated process using a single backlog for the entire organisation. Main advice is to try to avoid setting up silos where they do not belong. When applying LeSS it is important to stick to its basic rules even though they are, in most organisations, very disruptive.
When work gets delayed (it’s blocked), it is of particular interest to look for ways to improve the smooth flow of work by resolving the causes of that delay. In the long term, finding ways to eliminate the root causes of these delays is a superior solution. This article discusses clustering blockers and provides ways to prioritize those blockers that have the most impact or are the quickest wins.
With talented developers, quality advocates and user-experience designers, teams know how to deliver valuable software. But as we improve service delivery using kanban, who manages flow?
In this article Sandy Mamoli shares the top 5 Kanbanfor1 related insights she has gained from using, coaching and presenting Kanbanfor1 during the last four years. 26
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.
The book Kanban in Action provides ideas for applying kanban to visualize work, track progress and limit work in process, metrics for improvement, and games and exercises to learn kanban principles.
Rally Software and Carnegie Mellon's Software Engineering Institute (SEI) are researching the impact of agile software development practices. An interview wit Larry Maccherone and Jim McCurley. 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. 15
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.
This first article in the series on the Kanban “nine values, three agendas” model, explores the sustainability agenda: a common approach to Kanban adoption at the level of individuals and teams.