How Would You Say That? Conversations for Double Loop Learning with Kanban
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Benjamin Mitchell works with leading software product development organizations to assist them to become more effective at achieving their business goals. He is a highly-rated international speaker on applying innovative approaches, such as Kanban, to software development. Based in London, he works with clients as a speaker, executive coach or team consultant.
For the second time we are launching the GOTO Copenhagen conference in May 2012 after a successful execution in 2011. GOTO Aarhus has been an annual event in Denmark since 1996 and attracts more than 1200 participants (formerly known as JAOO). The target audience for GOTO conferences are software developers, IT architects and project managers.http://gotocon.com/
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This is hard to watch and harder to make sense of
by
Frank Krasicki
Based on my understanding of Kanban it is the practice of applying the theory of constraints to project or product management - this has nothing to do with Agile and everything to do with adoptive behavior. Nowhere does this fellow speak to the concept of "Done". His Kanban boards are treated like racetracks instead of swim lanes and his project and task priorities are cosmically co-incidental to meaningful work. He goes on to blame the "visualization" for all of this dysfunction.
This is but the tip of an iceburg of jaw-dropping observations and assertions that do nothing but make Kanban look like agile on crack. He reinvents the Kanban board so as to make the entire intellectual backbone of the theory less than worthless.
IMO, this video poorly represents the subject matter it claims to speak to. Wish this weren't so.
Re: This is hard to watch and harder to make sense of
by
o f
Re: This is hard to watch and harder to make sense of
by
Huw Lloyd
Benjamin's fluency helps to bring these tricky subjects out: how culture influences the meaning of artifacts like visual diagrams and how small steps can be made to change this, through establishing trust and communication.
In the video, from 45 minutes to 48. Benjamin highlights a contradiction he perceives, which is that by avoiding emotional resistance trust will be reduced, and that he believes this contradiction is built into the Kanban guidance.
Much of the talk around this is how to improve the culture (work practices) through more considered communication.
The wider contradiction seems to be between lean and the quality of the workplace: cultures that support the qualitative improvements we go through in our own personal development. I described a number of these contradictions in a recent published article on infoq (www.infoq.com/articles/contradictions-technical...).
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