Predictability: No Magic Required

In this webinar, I’ll provide guidance around choices you can make that impact your ability to meet your commitments with confidence.

You'll learn how to predict the cycle time of work before it's finished. I will also explain the basics of queuing theory, and the relationship between queue size, capacity utilization, and cycle times.

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3 Questions to Ask During Standup to Keep Speed a Priority


How Kanban Enables Speed
A common theme in workplaces today seems to be “crazy is the new normal.” Unfortunately, most teams and organizations don’t thrive in chaos -- they need help to create a rapid, sustainable pace of delivering quality products and services. Lean principles and tools, like Kanban, help organizations realize this goal through a continual focus on optimizing the flow of value from ideation all the way through delivery to the customer. One way to keep this focus top of mind is through your daily Kanban standup. Try asking these three questions in your next Kanban standup to keep speed a priority on your team.

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Quit the Percentage Game: Make Focus Your Focus


“Anne, I want you to spend 40% of your time on Project Narwhal, 40% on Project Jackelope, and the remaining 20% of your time on everything else,” said Bob, the new IT manager. This type of directive isn’t confined to Bob and his personal style of management. The percentage game is played in millions of teams, in countless companies across the globe.

On the surface, everyone understands the rules of this percentage game. It seems so easy: Just do a few hours on this, then a few hours on that and cap it off with the rest. But, there are some major problems with this approach. Usually, we don't see them -- so we sprint ahead, leaving a trail of unrealized opportunity behind.

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Can “Bad” IT Metrics Ever Be Good?


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?

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