Kanban Articles
Enjoy some of the best Kanban articles…
Article 1 – Tameflow : The Real Kanban by Steve Tendon
The Real Kanban by Steve Tendon is what the Kanban method would look like today if more scientific content from Eli Goldratt would have been included originally by the pioneers. Fortunately, the Real Kanban provides new insights on how to 1) optimize for throughput 2) spot common cause variation 3) distinguish between a bottleneck in the workflow and a constraint in the work process 4) benefits from new tools in visual Portfolio management and staff liquidity and much more.
Article 2 – How to Mitigate Risk at the Project Portfolio Level
When managing a large portfolio of projects, sometimes, you might need to allocate people and resources in order to mitigate risk, act on relative criticalities and optimize your capacity to its fullest extent.
When having to optimize capacity according to the risk of failing to finish a project on time, it was all HIPPO (highest paid person in the room) decision making, despite the 300 slides; where each manager was making their case and begging for people and resources.
Article 3 – How to Turn a Kanban Board Into Drum Buffer Rope Board
Today’s publication on Drum Buffer Rope (DBR) Kanban boards is a first. A first like ‘world premiere’ first. A few weeks ago, I made my first DBR Kanban boards for academic purposes. The experience was quite enlightening and when I discussed it with Steve Tendon, creator of TameFlow Kanban, we were pleased with the result. I pointed out that we had gone through a quantum leap: getting to the end result without covering the space between a traditional Kanban board and a DBR Kanban board.
Article 4 -Kanban Improved via Theory of Constraints by Steve Tendon
At the Lean Kanban Netherlands 2012 conference I gave a talk entitled Enhanced Risk Management in Kanban via the Theory of Constraints, proposing how one can combine Kanban with the Theory of Constraints. In this post I will describe how I do this.
Article 5 -Dependencies Break Agile
I’ve been running around lately telling people that the presence of dependencies break Agile. Just for the record, I want to explain what I mean when I talk about dependencies. Agile in general, Scrum specifically, is predicated on the idea that the team has everything it needs to deliver an increment of value.
Article 6 – Lean Business and the Value of Flow
In today’s information overloaded world, we all need to make numerous decisions in the course of our day. Speed of decision making is often a critical element. One shortcut we take, whether it happens deliberately or not, is the usage of Mental Models.
Article 7 – Lean Business and the Value of Flow
As more and more work is pushed into the system, the amount of multitasking increases exponentially. Any work that is started is put aside in order to serve some other urgent request; then that work is resumed; then it is put aside again; then resumed; and so on, and so forth. The pattern repeats over and over again; and for all and any kind of work.
Article 8 -Kanban Pioneer: Interview with David J.Anderson
David J. Anderson, pioneer in the application of Kanban for software development, recently came to Brazil. A group of InfoQ Brasil editors interviewed David about Lean, Agile and Kanban. See below the main highlights of the interview.
Article 9 –GUEST POST: Customer Kanban – fromcustomer push to customer pull
According to the English dictionary, flow is the action, or fact, of moving along in a steady, continuous stream. In business terms, flow is when value is created for the customer through meaningful work. Explicit in this definition of flow is that both the customer, that has a need or demand, as well as the workers, that fulfill the need or demand, are important.
Article 10 – Kanban and Lean Challenging Association
Posted on July 31, 2013 by David Anderson. There a few vocal detractors and those who resent the success of Kanban who have over the years accused me of many incredibly smart marketing moves. Apparently, I cleverly pursued a Blue Ocean Strategy to skillfully separate out Kanban from both Agile and Lean. I would love to be that clever.
Article 11 – Project Management II- Sequencing Pollicies
In this second in my series of posts exploring project management with Kanban, I would like to look at how we build a project schedule.
Article 12 – Project Management III – Forecasting
In part 3 of our look at Project Management with Kanban, we consider project planning using probabilistic forecasting. Kanban originally shocked the Agile community in 2008 as it became known for not using several practices agilists hold dear:
Article 13 – Project Management III – Risk Review
This is my final blog post in the series on project management with Kanban. If you haven not seen the previous three posts read them here, Part 1, Part 2, Part 3. This post looks at how project managers can help with risk management and controlling the average lead time and the the lead time distribution.
Article 14 – Going to Gemba and Its Limits
It is important to go to where the action is taking place. I was taught this as a young officer in the Navy, where, as in other areas of the military, we emphasized “leading from the front.” In warfare the reason is obvious: it is difficult to assess a complex situation from a distance. The further you are from the action, the more your view is obscured by what the great military writer Clausewitz called, “the fog of war.”
Article 15 –
Agile is Stretched to Fit
Gain deep insights from the pioneer who led the revolution in Agile and Lean methodology and created the Kanban method. The interview represent a unique opportunity to hear first-hand how to best utilize these innovations.
Article 16 -Lean Kanban conference 2013 -BBC stats
If they were to carve a new Mt. Rushmore into the mountains surrounding Silicon Valley, then alongside Dijkstra, Kernighan, The Three Amigos and The Gang of Four they would need to make room for David J. Anderson, father of Kanban in the software development industry.
Article 17 –
Reality Of Scrum
Tobias Mayer thinks the Lean folks in our community have been trashing scrum! While his criticism was aimed at Mary Poppendieck, others associated with Lean in software development, most notably Alan Shalloway and I have said things that the Scrum community dont like. So I think it worth expressing my point of view on this.