Tag: Kanban

A Phoenix Burns

Bill, Chris, John, Patty and Wes walk into a bar to fret over the demise of their accomplishments…

If only they had conceived that constraints also exist outside of the IT manufacturing system.

All they accomplished was to build a faster, more reliable and better handling car for Steve to drive like he stole it. Steve’s behavior didn’t change, nor did the culture. The culture changed in the part but not the whole.

Deming was right, leaders must know the way and teach it.

But to make the new culture stick they must also be the new culture. Live and display it by example.

If change is perceived as a shiny new leash disguised as better behavior from leadership then trust will be permanently damaged. Your Taylorism cannot hide from the people.

Meanwhile, Dick was enjoying a spreadsheet showing him new numbers post-layoff of half the IT budget…

#culture #systemsthinking #orgmindset #DEVOPS

#thephoenixproject #funwithbooks

Advertisements

Vlog – Coaching Tip #7 – Proxy Leadership

Interesting conversation in the latest orgmindset podcast with Alex and Andrew. In this Coaching Tip I expand on a topic they discussed regarding organizational anti-patterns.

*my coaching videos are unscripted and unedited. Apologies for my ugly mug. This particular video was done in one take. Some, I’ve redone a few times because I said something incredibly amazing, but didn’t want to share. I don’t have time to retake videos. I’d prefer to get something good down and post the content. 🙂

The amazing CFD, visualizing your workflow; Little’s Law

The Laws and the rules

Little’s law

“The average number of work items in a stable system is equal to their average completion rate, multiplied by their average time in the system.” ~ John Little, 1961

“A Proof for the Queuing Formula” by Little, J. D. C. (1961)

Continue reading “The amazing CFD, visualizing your workflow; Little’s Law”

I&A Series – “Outside team interference and noise; unnecessary outside team involvement”

I started a new series of posts where I will answer some actual problems/ideas presented in an I&A problem solving workshop as part of open space facilitation. This is the third of a few dozen that I plan on covering. If you have any comments, please, let’s learn together.

Problem/Idea #3:

“Outside team interference and noise; unnecessary outside team involvement”

 

A SAFe Answer

This problem is not unique to the SAFe or Lean-Agile space. It exists in every organization I’ve encountered.

It is, however, a big, common problem. How many times have you or your team been “redirected” to work on the latest fire fighting drill? Was this time accounted for in the waterfall/traditional silo planned WBS that you are working against? I’m certain your manager and project managers always go back to the integrated master schedule (IMS) to reflect lost productivity. IMS’s always account for production down, maintenance, operations? Sure they do. Especially when the team doing costing gets to review the proposal and “tweak” the final numbers. [insert massive sarcasm]

Continue reading “I&A Series – “Outside team interference and noise; unnecessary outside team involvement””

I&A Series – “Being assigned features after planning before the PI is complete”

I am starting a new series of posts where I will answer some actual problems/ideas presented in an I&A problem solving workshop as part of open space facilitation. This is the first of a few dozen that I plan on covering. If you have any comments, please, let’s learn together.

 

Problem/Idea #1:

 

“being assigned features after planning before the Program Increment planning (PI/PIP) is complete”

 

A SAFe Answer

From a SAFe (and Scrum/Agile/Kanban) perspective, features (or stories) should never be assigned to a team. This is a common anti-pattern/fragile action that occurs during the early stages of cultural change where people are learning to let go of their theory X selves and dismantle the old belief system that people are dumb oxen that must be led by a bridle.

Continue reading “I&A Series – “Being assigned features after planning before the PI is complete””

Effective use of Lean-Agile frameworks and systems (Scrum, Kanban) for Global Remote Teams

oblivion-movie-melissa-leoRemote teams and Lean-Agile frameworks

In this article I cover various strategies and methods for effectively implementing and using Agile, Scrum, Lean and Kanban (the system) for globally remote teams (virtual workforces, telecommuters). I will also attempt to debunk the myth that Scrum may not be used for remote teams. We are not going to deep dive into the “Agile” mindset, values, and principles (Agile Manifesto) or Lean thinking here. Although, they are the critical foundations for using / implementing Scrum effectively.

Over the years I have heard many people say that you can’t “do” Scrum with remote teams or some other such nonsense. I find this fascinating because I have done Scrum with remote teams for years — successfully.

Continue reading “Effective use of Lean-Agile frameworks and systems (Scrum, Kanban) for Global Remote Teams”