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Some of you who pay more attention to what is happening in the Lean Kanban community may have noticed that there’s an ongoing discussion about what Kanban is or should be. It’s not about what do we use Kanban for but how exactly we define Kanban. Another incarnation of this discussion was started by Al Shalloway with his post on…
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This year’s Kanban Leadership Retreat (KLRAT), as always, was awesome. In fact, despite sharing some critical feedback during retro session at the very end of the event, I still consider it the best event of the year, hands down. This year I’ve come back home with the biggest homework ever: experiments to try out, ideas to play with, concepts to…
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One of frequently mentioned management ideas these days is that we don’t need management. If I got a free beer every time I’ve heard the examples of W.L. Gore, Valve or GitHub and how we should act as they do I could stay drunk for weeks without needing to buy any alcohol. A common message is that if they can…
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One of the most valuable goals achieved by Eric Ries’ Lean Startup is popularizing the term Minimal Viable Product (MVP). Of course the concept isn’t novel. We were using the Minimal Marketable Feature (MMF) idea back in the early days of Kanban and it was coined based on the same way of thinking. There are more of such concepts too.…
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I took a part in a panel discussion at GeeCON about presence of women in IT industry. One of my arguments on why we should hire more women sprung an interesting comment: I can’t agree with ‘hire woman even if she is a worse candidate’ Pawel Wrzeszcz In fact, I’d agree with such a statement. I would as I wasn’t…
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I’ve heard these experience reports a number of times: when a woman joins a team the whole team dynamic changes. Usually there is sense of improvement in team performance too. Unfortunately, most teams I know couldn’t report measured improvement as they didn’t have reliable measures in place. Anyway, the experience is very consistent. It is, unless we talk about a…
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When I first learned about the D. Edwards Deming’s idea that 95% of performance should be addressed to the system and only 5% to the people it seemed totally counter-intuitive to me. Not even the idea itself, but its consequences. I mean a simple thought that you can basically stop working individually with the people on their performance as it…
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I never fancied the standard standup schema. I mean I see value in sharing what the team did yesterday what the team is going to do today and what are the problems the team has. Except these questions aren’t answered on a typical standup. The first problem is that we answer what specific individuals have done and will do. In…
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One of interesting bit of work that is happening in Lean Kanban community is Hakan Forss’ idea of Kanban Kata. Kanban Kata is an attempt to translate ideas of Toyota Kata to Kanban land. A simplified teaser of Kanban Kata is that we set a general goal, a kind of perfect situation we unlikely ever reach. Then we set short…
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The biggest challenge when applying Kanban on portfolio level is how to introduce WIP limits. Kanban without limiting work in progress will always be shallow. In fact, many would argue (me included) that it is not Kanban at all. The problem is that typical methods we use to limit work in progress on a portfolio level simply don’t work. Well,…
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Leadership in Technology is a blog dedicated to wide variety of topics related to running a technology business.
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