This third and last article in the series on the Kanban “nine values, three agendas” model explores the survivability agenda. The values associated with this agenda are understanding, agreement, and respect; these say much about the philosophy that underlies Kanban, the humane, start with what you do now approach to change.
The Lean Mindset is a collection of research results and case studies from companies applying lean in product development and delivery. A lean mindset according to Mary and Tom Poppendieck is about “developing the expertise to ask the right questions, solve the right problems, and do the right thing in the situation at hand”.
Technical Debt only describes the current quality of a system – and gives no advice how to handle it. This article introduces “Quality Investments” that guide improvements to the code base. 4
Do you find it hard to say no when others ask you for help - even when you are already too busy? In this article, we examine the problem of chronic overcommitment, what causes it and some solutions. 1
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. 1
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.
Creativity is a powerful motivator for individuals and teams and it can be taught, trained, and enhanced. Here are some techniques for enhancing creativity that you can use in your team’s workshops.
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.
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.
Michael discusses ways to integrate agile & scrum approaches with linear management styles often required to achieve organizational control in large complex environments. 5