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.
Shared leadership is a modern and exciting way to lead and manage. The goal of sharing authority within a team of leaders is to maximize the use of all capabilities and ideas in the organization. It does not force change upon the organizational structure, but builds on the existing structure and makes the best of it. In this article Walid Farag explores shared leadership and provides a case study.
At the recent Agile Australia InfoQ spoke to Nigel Dalton about social experiments in modern management, applying Lean, Agile and Systems Thinking to workplaces, disruptive innovation and his goal of "20 by 2020" - having 20% of organisations using agile management approaches by 2020.
This article examines the dynamics of Kanban and how it works in the light of queuing theory. It analyses three case studies and reveals some basic and insightful ideas about how Kanban works.
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.
A story about implementing Lean Software Development in a software vendor house with seven major changes that have helped the R&D department to remove waste from their software development process. 4
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.
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.
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.