How to measure the progress of your work and communicate your work state. In this post, we’re going to look at the final two tenets and how they’re applied into a basic Kanban system. This will help you and your IT Operations become better equipped to reduce constraints and maximize collaboration, so that projects run smoothly from start to finish.
Designing a basic Kanban system begins with four major tenets. Learning how to do Kanban can completely transform the way your organization manages tasks, especially for IT Operations teams which have to manage a steady stream of planned and unplanned work. That’s because Kanban makes it easier for IT Operations to accurately predict their capacity and manage resources, thanks to Kanban’s ability to break complex workloads down to digestible chunks that are easier to understand.
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…
A Glimpse into Kanban, DevOps, and the Theory of Constraints, IT Service Management and ITIL. Despite being one of the most important fields in large-scale organizations, it’s difficult to clearly define IT Operations with just a few words. Always walking the line between tech management and quality assurance, the IT Operations team has their hand in everything from infrastructure maintenance to ensuring finished products meet the customers’ needs and expectations, and everything in between.
Managing IT Operations can feel like fighting an uphill battle. From ensuring the security of sensitive data to implementing new software solutions, the IT Operations team is expected to juggle a number of tasks at any given time. As such, many of these teams struggle to manage tasks and meet deadlines—not always because of performance issues, but due to the overwhelming nature of their line of work.