Learn how Lean product management keeps product managers focused on increasing development speed with work that matters quickly.
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.).
Standing meetings get a bad rap—although launched with the intention of keeping a certain topic, goal, or initiative top of mind, they often devolve into disruptive wastes of time that keep teams from doing real work. We all have recurring meetings on our calendars that elicit behind-the-screen eyerolls. However, when facilitated properly and organized around a shared goal, standing meetings…
Enjoy this excerpt from the Lean Business Report. Download the full report here.
Part of the beauty of applying Lean to knowledge work is its versatility. Teams in every department — from Software Development to Organizational Development, IT Operations to Marketing Operations — practice Lean in their daily work.
The workflows, organizational structures, work types, and associated challenges for each of these teams play out in diverse ways. Lean has universal applications, but it’s not universally applied in the same way. There are, however, some overarching trends: Flow is top priority, Kanban is king, and WIP (work in process) is the most common metric.
Enjoy this excerpt from the latest Lean Business Report. Download the full report here.
The new Lean empowers teams, encourages effective leadership, and enables organizations to deliver value to their customers faster.
Startups and enterprises are equally likely to be Lean, but for different reasons: startups for the speed to grow quickly, enterprises for the agility to remain relevant and competitive.
Lean maintains a strong hold in manufacturing, its original industry. But it’s also finding new applications in IT, helping global organizations reduce and manage complexity in an increasingly complex world.
In tightly structured, highly regulated industries, where the cost of error is high — like financial services, healthcare and telecommunications — Lean helps teams and organizations systematically identify and eliminate inefficiencies. We’re also seeing Lean grow in more creative industries, like media, entertainment, and retail.
The future of business is unfolding before us, with the new Lean pioneers leading the charge. Read this post to learn who’s practicing the new Lean, and how they got started.