Get an overview of Agile approaches starting with eXtreme Programming (XP) & Scrum and then hear about Lean-Agile and its team oriented Kanban for software process.
Early Agile methods have been overly-team centric and have eschewed management. While 2nd generation Agile methods build on a decades old history of Lean thinking and have extended agility in three ways that are not only required for an enterprise engagement but also for creating synergies that improve Agile at the team level:
- Extending the Team to across the Enterprise
- Extending Individual skill sets to Systemic Thinking
- Extending the Worker to include Management
Part A: USING KANBAN TO IMPROVE SCRUM
Session 1: Key Kanban Practices – Explicit Policies, Managing Work in Progress and Visibility
Session 2: Using Theories of Flow to Manage Work involving Multiple Teams
Session 3: Using Service Level Agreements to Manage New Work
Part C: ADVANCED SCRUM AND KANBAN
Session 7: Transitioning to Kanban from Scrum
Session 8: Creating A Kanban Board from a Value Stream Map
Session 9: Comparing Scrum and Kanban
Everyone I know working to help organizations to become Agile agree that…
Becoming Agile is a Process
I know teams that have been maturing for 3+ years and they will tell you they still have room for growth. That tells me from first hand experience as well as talking to organizations that have committed to this journey so they can be more responsive to their customers and business, that not only do you have to be committed to being patient with the growth process – you can help the process by creating a Kaizen Culture.
Kaizen is a Japanese word for “improvement”, or “change for the better”. It refers to philosophy or practices that focus upon continuous improvement of processes.
Kaizen is a daily process, the purpose of which goes beyond simple productivity improvement. It is also a process that, that can humanize the workplace, helps people work smarter, not harder; and teaches people how to spot and eliminate waste in their own work and business processes. It covers five main areas: Read more
Business Agility enables an organization to respond quickly to external forces (such as new market opportunities and competitive forces) as well as to respond quickly to new insights attained internally.
So, how do you achieve Business Agility?
While many organizations have achieved the local optimizations of more effective teams, few have achieved agility at the organizational level. Even when team agility has been achieved, if improvements to how the business is selecting their product enhancements isn’t done, overall return on investment of software development may not have significantly improved.
This webinar series is organized around roles so each person in an organization can be introduced to what they need to know for their business to achieve business agility.
There is a natural path for you and your teams to follow in order improve your lean thinking and practice together. It’s true to the original intent of lean tools and principles and it captures not only the intellectual journey of learning-by-doing but also the emotional elements of change that are needed to transform entire organizations.
This way to lean was laid out over the trilogy of business novels written by Michael and Freddy Ballé – The Gold Mine, The Lean Manager, and, most recently, Lead With Respect – all Shingo Research Award winners.
This webinar will teach you The Way to Lean: Read more
Do Agile without sprints? Stop using Story Points? Create a Microsoft project plan for my sprint?
This webinar covers numerous uncommon ways of being Agile, without conforming to the most common Agile practices. You will learn what seasoned Agile teams know – that Agile principles can be supported in numerous ways, not strictly by the practices we usually associate with Agile.
DURATION: 1 hour
Earn PDU’s: 1
SPEAKER: Greg Smith is a seasoned Agile coach and the founder of GS Solutions Group. He is a Certified Scrum Master, Certified Agile Project Manager, and a PMI Agile Certified Practitioner. Read more
Most introductions to the Kanban method for knowledge work focus on the application of arcane manufacturing theory and the use of obscure Japanese words. This interactive talk, however, will take a different approach. By drawing analogies to everyday, well-understood economic concepts like the law of supply and demand (amongst others), you’ll discover how the practices of Kanban can help you be more successful in managing your work.
- A brief overview of Kanban (including the 5 practices of Kanban)
- Why it is important to Limit Work in Progress
- A brief overview of Little’s Law
- An introduction to some basic principles of flow
You don’t have to use fancy tools to analyze what is going on with your projects. keeping work visible tot he team can in itselft help the team to see what is working or not — and can help them adjust to improve.
It is the job of the Agile PM to keep an eye on how work is actually getting done (or not)!
…so they can work with the team to make improvements on delivering results as quickly as possible.
Analyzing Kanban cards allow us to see where estimates can be improved as we compare actual time vs. estimated tim
Ben Mitchell shares a few of the ways his team does this by using kanban cards during the daily standup and asking good questions. A few of those questions that I’ve use all the time include:
- What kinds of work take us longer?
- Where is the time taken?
- Are there any patterns around which columns (steps) in our workflow take time?
- Where do we see delays?
- Is a step in our process adding a burden to the time it takes us to complete work?
W. Edwards Deming’s 14 points are the basis for transformation of industry. Adoption and action on the 14 points are a signal that the management intend to stay in business. aim to protect investors and jobs. Such a system formed the basis for lessons for top management in Japan in 1950 and in subsequent years.
The 14 points apply anywhere, to small organisations as well as to large ones, to the service industry as well as to manufacturing. They equally apply to any division within a company and to it’s suppliers.
As you read through each of the 14 points below, ask yourself if they still apply today, either within your current organisation, or within organisations you have recently worked for. The answers may be surprising.
1. Constancy of purpose:
Create constancy of purpose toward continual improvement of product and service, with a plan to become competitive and to stay in business.
Management have two concerns. One deals with running the business on a day to day basis. The other deals with the future of the business.
Listen to a great Q&A Session on the Scaled Agile Framework™ answered by the Scaled Agile Partner team of Dean Leffingwell, Drew Jemilo and Colin O’Neill who are the founders of SAFe. They have been using the framework to scale Agile at clients like BMC, John Deer -while leveraging Scrum, Kanban and XP practices. They explain how you too can leverage SAFe at your organizatino as well.
Questions discussed include:
- Provide an example of how Agile was successfully scaled, size of org, and keys to your success
- Pricing models prevalent in the industry of large Agile transformations
- How to use estimations to build up roadmaps
- Delivering on time without imposing due dates on teams
- Managing teams that are not co-located or even in the same timezone (offshore resources)
- How SAFe enhances quality
- How can scaled Agile be used effectiely with limited resources
- What is the role of PMO and Project Manager in the Scaled Agile Framework?
- and much more….
SPEAKERS: Dean Leffingwell – entrepreneur, executive, author and consulting methodologist who provides agile transformation consulting services to large software enterprises. Dean was the chief methodologist to Rally Software where he focused on the application of agile development methods to large scale software development. Dean also served as Sr. Vice President to Rational Software (now IBM’s Rational Division), where his responsibilities included development and commercialization of the Rational Unified Process (RUP), ClearQuest, RequisitePro and the company’s methodology and product training courses. Dean is the author of several books, Agile Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise ; Scaling Software Agility: Best Practices for Large Enterprises , and Managing Software Requirements: First and Second Editions.
Drew Jemilo has over 20 years of experience using Agile, Lean, and traditional methodologies in companies ranging from lean startups to global corporations. He has worked in the US and Europe applying technical and leadership experience in Agile program and portfolio management, change management, organizational design, coaching, and training. He has worked with Dean Leffingwell on a large global client to synchronize distributed teams in the US, India and Eastern and Western Europe, with a significant number of mostly independent, yet necessarily cooperative, Agile Release Trains.
Colin O’Neill has been a successful IT consultant for 26 years. He has led and coached numerous organizations in enterprise Agile and Unified Process (UP) systems development and integration efforts, business process re-engineering and improvement, requirements definition, data modeling, object modeling, enterprise architecture, risk management, quality assurance, testing, change & configuration management, system deployment, training, and mentoring. Colin has worked hands-on in every lifecycle phase and discipline. He is known for quickly increasing technical organization efficiency and speeding product delivery.
PDU: 1 *** PDU info is provided in recording ***