You’ve done your research; you know how visualizing your work with Kanban could help your team work smarter, communicate better, and produce higher quality work.
But your boss isn’t sold. Unless you can explain why limiting work in process and implementing a pull system is going to boost revenue, they’re not interested.
They aren’t convinced that the juice is worth the squeeze.
With the ever-increasing business demand for IT services, IT organizations need a sustainable way to scale their service capacity. They need to manage the increasing demand, while developing efficient, sustainable processes to safely scale.
To do this, many IT organizations have turned to leading workflow models and concepts, namely: Lean, Agile, and DevOps. These methodologies have come forth through various movements over the past decade. Although often thought to be distinct movements, Agile and DevOps share a common (Lean) goal: to improve the speed and quality of value delivery.
The difference is in the breadth of focus — Agile aims to optimize software development, specifically, which doesn’t consider the other parts of the IT value stream. DevOps recognizes that this just pushes the constraint downstream to Ops, so it works to break down walls between the two. Lean broadens the focus, focusing on optimizing the entire value stream.
Understand how to use your Kanban board to identify improvement opportunities.
Not sure how to get started with continuous improvement? Understanding how to use data to drive improvement efforts can be challenging: Watch this webinar for actionable steps that will help you jumpstart your continuous improvement initiatives.
As CEO of Net Objectives, I’ve seen firsthand how adopting a Lean, objective-driven mindset enables organizations to evolve their software development practices and deliver customer value more effectively. If you’re ready to take your team’s Agile practices to the next level, this webinar is for you.
In this webinar, I share how Kanban is being implemented across new vehicle development projects at Jaguar Land Rover to improve time, cost and quality. I’ll share the results of a Kanban product development proof of concept to accelerate design and development, the success of which is driving adoption across multiple programs.
Are your technical and business teams at odds with each other? They don’t have to be.
Alignment is defined as “a position of agreement or alliance”. Aligning technical and business teams is a matter of gaining clarity and consensus around why teams are doing what they’re doing. Your teams may (and in fact, should) argue about the who, what, and when, but the why should be well understood. Gaining consensus on this can fundamentally transform the culture of an organization.
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.