We’re delighted to announce that we’ve expanded our Advanced Reporting capabilities so that you can easily analyze your LeanKit data in your business intelligence system of choice. Discover new ways to access and visualize your Kanban board data with our new reporting API, which allows you to create the custom reports and dashboards you need to make data-driven improvements.
How many times have you finished a long day at work, exhausted, yet unable to cross anything off your list of high-priority to-dos? You feel robbed. Where did all your time go? Unfortunately, you feel this way more days than not. What’s going on? You’re likely falling victim to the biggest culprits of time theft: hidden and unplanned work.
What is Lean Thinking?
“Lean thinking defines value as providing benefit to the customer; anything else is waste.” — Eric Ries
Testing, like Lean thinking is a mindset. Both are required to achieve a practice of continuous improvement. Consider how you “provide benefit to the customer”. The last work decision you made: was it to prioritize one piece of work over another, change a certain feature, or tweak your marketing messaging? How did you make that decision? And most importantly, how did you know that what you decided is what the customer actually wants?
Testing is the vehicle through which the accumulation of experience, insight, education and the constant reassessment of our assumptions allows us to better understand our target across all facets of their journey, first as a buyer and then a customer. It’s the method of eliminating waste by approaching our work with a curious, humble, and methodical mindset. These three key characteristics power the testing mindset needed to achieve continuous improvement.
This is part of a three-part series on keeping remote teams cohesive. We recommend that you begin with parts 1 (hiring) and 2 (onboarding) before reading this post on communication.
In the final installment of this series, I’ll discuss the importance of effective communication — over-communication, in fact — in remote teams. I’ll share the communication strategies and methods that I’ve seen be most effective for keeping remote teams cohesive.
When multiple teams, various tools, and stakeholders from across the business are involved, IT Service Management (ITSM) processes can be complicated and challenging to manage — but Kanban can help. We’ve created new board templates, based on ITIL guidelines, to quickly get started on managing and implementing your ITSM processes. These new Kanban board templates will give your team the visibility its needs to take a systems-thinking approach to prioritizing and managing problems, changes, and incidents — resulting in faster time to resolution and reduced costs.
Keep reading to learn how your team can use these Kanban board templates, with specific examples of some of your most common workflows: incident resolution, problem and incident management, change authorization, and change implementation.
Recently, a group of my LeanKit coworkers and I were talking Kanban. The age-old debate surrounding the definitions of lead time and cycle time came up, and we all rolled our eyes a bit. The Lean community has rehashed this topic a million times already, but it seems we still can’t seem to reach a consensus. The topic can be confusing to those new to Kanban, and unfailingly frustrates experienced practitioners. In this post, I’ll explain why these definitions are commonly debated. I’ll also explain how a simple definition can help you make the most of these Lean metrics.
In my last post, I talked about the basic metrics of flow (cycle time, throughput, and WIP) and shared what data you’d need to collect to get started. Now that you have the data — how do you turn it into meaningful flow metrics? You’ll just need to learn a few simple Kanban calculations. In this post, I’ll share how to calculate cycle time using start and finish times of work items.