I’ve worked in many organizations where the IT and business sides of the house just can’t seem to get along — a phenomena I refer to as the “IT/business divide.” If you’re unsure whether there’s a divide in your organization, ask yourself when IT is brought into the decision-making process.
My name is Andy Hoover and I manage our Customer Support operations here at LeanKit. I spend my time making sure our amazing team of support agents has the tools, training and processes in place to help our customers with any questions or problems they run into when using LeanKit.
In this post, I’ll explain how LeanKit’s support agents use LeanKit integrations to automate part of the ticket escalation process and ensure quick, accurate resolutions for our customers.
My name is Ryan MacGillis, and I’m a Customer Support Specialist here at LeanKit. A lot of the questions we receive are from people who want to get the most out of LeanKit’s features — that’s where I come in. Periodically, I’ll be blogging about some of the most frequently asked questions I hear. This LeanKit FAQ explains how board filters work.
What Lean Teams Can Learn from Crew
I was working on a conference presentation the other day and found a picture of a crew team. It reminded me of a similar picture our marketing team has used on the LeanKit website, and how well that metaphor fits both Lean and me personally. I was in crew in high school. I still have my team jacket in my closet 20 years later. That may be corny nostalgia, but it speaks to the impact of the experience.
I rowed in quads. Quads are the boats where each rower faces backwards, with an oar in each hand, and there’s a coxswain in the back of the boat facing forward to guide the crew. It’s a wonderful metaphor for successful Lean teamwork.
As an Accredited Kanban Trainer (AKT) and coach, I work with teams every day who are evolving their understanding of Kanban as well as the level of maturity at which their teams practice it. One of the most frequent questions I hear from the teams with whom I work is:
Do daily standups really need to happen every day?
It’s important to take into account the first principle of Kanban, Start with what you do now, when considering such a question. I decided that this would be an excellent topic for my second webinar with LeanKit. In case you missed it, you can watch the recording below. Keep reading to learn more about how teams find themselves conducting unproductive standups, day after day — and how to determine if your team is ready to graduate to less frequent standups.
In my last post here on the LeanKit blog, I wrote about the hidden dangers of vanity metrics. Vanity metrics are those metrics that make us feel good about what we are doing and provide interesting information, but don’t pass the “So What?” test. A common characteristic is that they measure activity instead of progress.
In this blog post, I will dive deeper into the topic of vanity metrics. Specifically, I will answer the question: Can vanity metrics, or any other “bad” IT metrics, ever be used for good?
My name is Ryan MacGillis and I’m a Customer Support Specialist here at LeanKit. A lot of the questions we receive are from people who want to get the most out of LeanKit’s features — that’s where I come in. Periodically, I’ll be blogging about some of the most frequently asked questions I hear. Our first LeanKit FAQ explains how board user permissions work.