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.
While the agile community has come up with refreshingly new approaches to scale agile methods, these models still seem to fall short in addressing the organizational complexity around large projects. This article provides a holistic approach to scaling Scrum. It is based on LeSS, amending it to better face the challenges of large projects.
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.
Nadja Macht, Flow Manager and Coach at Jimdo, talks about balancing flow and slack time in teams, doing visual management with Kanban boards and deploying retrospectives for continuous improvement.
Brian Rabon wrote the book Scrum for the rest of us which describes Scrum without using information technology jargon aimed at all kinds of teams that want to use Scrum for managing 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.