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.
Can you use Scrum outside software development? Brian Rabon wrote the book Scrum for the rest of us, a distilled guide that describes the essence of Scrum. This book explains Scrum without using information technology jargon which makes it suitable for all kinds of teams that want to use the Scrum method for managing their projects.
An interview about applying strength-based techniques like appreciative inquiry, solution focused, positive deviance and 5-why's with Lean Six Sigma, and measuring performance in organizations.
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.
John Kordyback explains why you should and how you can introduce Continuous Delivery into a typical enterprise, where dozens of systems adopted over the years generate massive complexity. 4
Lean has proved to be instrumental in moving beyond Agile with a practice of continuous improvement distincting between bugs and problems that directly effects on team performance and engagement. 2
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
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.
Philipp K. Janert explains how to reliably auto-scale systems using a reactive approach based on feedback control which provides a more accurate solution than deterministic or rule-based ones.
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