This is a story about implementing Lean Software Development in a software vendor house for about 2 years, during which seven major changes have gradually been implemented that have helped the R&D department to remove waste from their software development process with encouraging results.
The book Strength-based Lean Six Sigma: Building Positive and Engaging Business Improvement by David Shaked supports applying strength-based change approaches with lean thinking and Six Sigma. InfoQ interviewed David 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.
The Agile Consortium Belgium, Sirris and Agoria organized an event to share experiences with agile methodologies like Scrum, Kanban, visual management, XP, DSDM and Lean. An interview about the different agile methodologies that were covered, on using agile for innovation and how events where organizations share their experiences can help the industry to adopt agile practices.
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.
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
The people’s Scrum is a collection of essays on agile ideas and practices. InfoQ interviewed Tobias Mayer about people, teams and self organization with Scrum and about AgileLib.net.
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
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. 14
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.
The Lean Mindset by Mary and Tom Poppendieck is a collection of research results and case studies from companies applying lean in product development and delivery.
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