If you’ve worked in management for some time, you’ve heard discussions around Lean methodology. It’s a popular business philosophy known for reducing waste and improving efficiency. But aside from being a popular buzzword, what is Lean? And more importantly, can it benefit your organization? The answer is, Yes. Lean Methodology can be used to improve the way your teams manage projects, collaborates, and deliver products.
Busy People Say “Yes” Haphazardly, Productive People Say “Yes” Deliberately. In order to enjoy the benefits Kanban has to offer, you need to follow a few guidelines regarding Kanban board design, so that they work as intended and improve the user experience. In this post, we’re going to look at some of those guidelines and how you can implement them into your project management strategy.
Although nearly every organization on earth is vying to increase its agility, not all are achieving that goal. In fact, according to a recent McKinsey Global Survey, organizational agility, which the firm defines as, “The ability to quickly reconfigure strategy, structure, processes, people, and technology toward value-creating and value-protecting opportunities,” is still elusive for most.
How to measure the progress of your work and communicate your work state. In this post, we’re going to look at the final two tenets and how they’re applied into a basic Kanban system. This will help you and your IT Operations become better equipped to reduce constraints and maximize collaboration, so that projects run smoothly from start to finish.
Designing a basic Kanban system begins with four major tenets. Learning how to do Kanban can completely transform the way your organization manages tasks, especially for IT Operations teams which have to manage a steady stream of planned and unplanned work. That’s because Kanban makes it easier for IT Operations to accurately predict their capacity and manage resources, thanks to Kanban’s ability to break complex workloads down to digestible chunks that are easier to understand.
Part 2: Final three of five Lean and Agile metrics to track with your team. The goal for any Agile team is to reach a state of continuous delivery. This requires teams to eliminate the traditional start-stop-start project initiation and development process, and the mentality that goes along with it. How do teams accomplish this? By actively controlling their batch sizes.
Part 1: Lead time and cycle time. Management expert Peter Drucker is quoted as saying, “You can’t manage what you don’t measure,” something most product managers or reporting nerds would agree with—especially when it comes to trying to improve the workflow of a development team. That said, not everyone is as chummy with Lean and Agile metrics as I am, which is completely understandable because I think about these things daily. The first thing to learn is that Lean and Agile metrics can be used for good (to streamline workflows, increase team efficiency, and rally a team toward a common goal)—as well as evil (to play the blame game, pit teams against each other, etc.).