When work gets delayed (it’s blocked), it is of particular interest to look for ways to improve the smooth flow of work by resolving the causes of that delay. In the long term, finding ways to eliminate the root causes of these delays is a superior solution. This article discusses clustering blockers and provides ways to prioritize those blockers that have the most impact or are the quickest wins.
The book More Fearless Change: Strategies for Making Your Ideas Happen by Mary Lynn Manns and Linda Rising provides patterns that can be used to drive change in organizations in a sustainable way. It contains updated descriptions of the 48 patterns from the book Fearless Change and provides 15 new patterns.
Lean Product Development takes an end-to-end focus on the flow of work through a system. Rather than focus on traditional measures such as capacity utilization, it proves more effective to focus on how work is moving through the system. This article discusses what impedes the flow of work, and how we manage impediments to the flow of work.
A mix of existing robust hardware development ideas, plus a few newly taken from Agile software are being used now by real teams, even to get around or through the challenge of doing fast iterations.
The book Retrospectives for Organizational Change by Jutta Eckstein explores how agile retrospectives can be applied to initiate and implement organizational change.
"Scrum Shortcuts Without Cutting Corners" by Ilan Goldstein is a must read book that delivers real world examples on how to effectively implement and embed Agile in your team or organisation.
In his new book Scrum: The Art of Doing Twice the Work in Half the Time, Jeff Sutherland explains how the Scrum framework can be used as a general business practice to accelerate work of all kinds.
This article provides a holistic approach to scaling Scrum. It is based on LeSS, amending it to better face the challenges of large projects. 5
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.
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