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. Presented are four qualities that Sandvik IT identified as key when setting-up relevant, and long-term, kanban systems in the enterprise: Stickiness, Clarity, Curiosity and Influence.
Agile coaches are not unfamiliar in working with management roles such as project managers and team managers to facilitate changes on team level. But now they need to facilitate change on management level, which completely changes the scope of the agile coach. This article helps agile coaches to understand the context of their target audience and formulate a coaching message matching that context.
This article shows an internally driven and remarkably smooth Kanban implementation approach which very quickly rewarded Siemens Health Services (HS) with real and sustainable improvements in predictability, efficiency and quality. It demonstrates the benefits of “flow” and its advantages in terms of actionable metrics and forecasting capabilities based on real data captured from recent releases.
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.
This paper from a group of UC Berkeley Extension Agile Management Program participants describes their experiences applying the agile values and principles to the design of a management curriculum.
What happens when a director of a consulting company decides to drastically change the culture? An interview on the change approach, culture and trust, and lessons learned from an agile journey.
How breakthroughs in neuroscience support why all the "soft stuff" around Agile works, how we can help people adapt better to change, and how we can influence real mindset shifts in an organization.
Good leaders create an environment where self-organizing teams can thrive and create great products and services to delight their customers, as Ole Jepsen explains in this interview.
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.
Tracking projects is challenging when enterprises adopt agile in product development. Smaller work items and lower work in process improves risk management and supports agile execution and learning. 3
Agile and CMMI complement each other well. Big organizations with self-organized teams can achieve technical maturity levels, by using a common metalanguage and a good-practices catalog. 1