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.
My name is Chris Lee, and I am an IT Operations Engineer at LeanKit. I spend my time here automating deployments of infrastructure and researching new cloud-based technology.
In IT Operations, things change — a lot. What was your priority last week is now on the backburner because of this new, shiny priority that needs to be done yesterday. This typically creates an environment of “continuous confusion”, in which we are constantly shifting our priorities to meet the most urgent needs of the business.
Is your team under constant pressure to meet delivery dates and increase efficiency? Watch this webinar to find out how Kanban can help you get a handle on your volume of work by unhiding it and improving your flow.
Hello, my name is Geoff Craig and I am an Automation Engineer here at LeanKit. In my previous life, I worked in IT Operations for numerous companies, large and small, on projects of varying complexity.
In every IT Operations group that I’ve worked with, there were always competing priorities from different parts of the business. We kept hearing the same questions about why work wasn’t getting done. We knew the answers, but we never had a way to communicate the problems in a way people would understand — so they never got solved.
One of the reasons I came to LeanKit is that I firmly believe that visualizing the work of IT Operations can change the way we work — and thus, how the value of IT Operations is perceived in the organization.
Inevitably, every process has a bottleneck: There is some step that has a lower capacity than the steps before or after it. This may be because there are fewer resources dedicated to performing this step, or because it requires more time to complete than the other steps in the process. Regardless, this bottleneck is the limiting factor for the capacity of your entire system.
Whether you’re a cook using a recipe to make a new entree, a kid using instructions to build a new lego set, or a developer using a code example to learn a new language, guides can save your sanity and help you learn faster. The same is true for creating a new Kanban board or for modifying an existing board.
Seeing how other teams structure their boards can be extremely helpful. In fact, that’s why we include board templates in our application and have curated board galleries like 10 Kanban Board Examples for IT Operations & Development. All too often, though, we see teams get caught in the “template trap.” It happens when you try to force-fit your team into following a template, instead of creating a Kanban board that reflects your actual workflow.
About the Presentation
Welcome to the SlideShare recap of my presentation, “The Shape of Uncertainty,” given at the DevOps Enterprise Summit on Tuesday, Oct. 20, in San Fransisco, Calif. The DevOps Enterprise Summit is a leading event for people who are bringing Lean principles into the IT value stream while building DevOps and Continuous Delivery into their organization.