It is not uncommon to hear people say that software development is non-repetitive work where the work always unique and rarely repeat. It is not uncommon to hear people say that software development is a craft, an act of design and even divine inspiration and that we therefore can learn from other industries that is described as repetitive.
I think this is a fallacy, a fallacy I call the Non-Repetitive Work Fallacy.
The second KataCon will soon take place in Hollywood, Florida. And for the second time
Gary Perkerwicz and I have the honor to host the Kata in Software Development panel. Just like last year we have a great lineup of panelists
Thank you all of you who attended my #Agile2014 session: How to improve Flow Efficiency, Remove the Red bricks! In this, and upcoming posts (part 2) I will answer some of the questions I have received after the session.
Q1: I was hoping to better understand how to improve flow efficiency when the number of resources varies on our scrum process. For example, we have more developers than testers. We typically have a bottleneck in the test step. Not sure I got my answer.
This question is not necessarily a flow efficiency question. It may be more of a balance demand to capacity question. Nevertheless, let us explore the flow efficiency side first, as this was the main focus of the session. First, a short description of flow efficiency.
Wow, Brickell Key Award nominee for the second time! I am really honored. A big thank you to all of you for your support and for nominating me!
Please help the committee choose me 🙂 and one more Brickell Key Award winner from this distinguish list of finalists
Update: The candidate support period is now over. Thank you for your support. Now it all in the hands of the Brickell Key Award committee. Let’s hope for the best!
Update: You can now read Irina Dzhambazova Brickell Key Award interview: Håkan Forss: a Sparkplug of Change, Igniting Small New Habits
Come and join med at Lean Agile Scotland on the 19th of September and listen to my presentation on The RED brick cancer.
It really looks like it going to be an interesting conference with lots of great speakers and as much as four parallel tracks!
To learn more and and signing up for the conference please visit http://www.leanagilescotland.com/
Start where you are, create a shared and visual understanding of flow of work and then evolutionary improve. In short; this is the Kanban Method.
With the Kanban Method you have a proven approach for moving towards your state of excellence.
Start where you are
The Kanban Method builds on both small and large organizations current strengths; including current roles and processes. It acts as a catalyst for evolutionary change towards excellence – it’s a method for introducing a continuous improvement (kaizen) culture. It is proven approach for knowledge worker organizations to go Lean.
Create a shared and visual understanding
The starting point is a shared and visual understanding of the current flow of work. To create a shared understanding of the inherently invisible flow of knowledge work it has to be made visible. The saying; “a picture is worth more than thousand words” really applies when it comes to understand the flow of knowledge work. To even further deepen your understanding of the flow of work a pull system is established by limiting the work-in-process. Contrary to common reflexes, the technique of limiting the work-in-process usually has the added benefits of improving the flow and reducing stress.
With a shared understanding of the flow of work the Kanban Method encourages small evolutionary changes, changes towards a state of excellence. The method encourages the knowledge worker to apply a scientific approach and run experiments to strive towards excellence. The method itself does not define the state of excellence or the specific improvement method to use. The state of excellent has to be defined based on the organizations context and business philosophy.
Common models used to move towards excellence are; The Theory of Constraints, The System of Profound Knowledge and Lean Economic Model. And common improvement methods used are; Improvement Kata/Coaching Kata and A3 Thinking.
Time to move towards excellence – Stop Starting, Start Finishing!
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle.
What are the routines you need to put in place to continuously strive for excellence? What are the habits we need to put in place to evolutionary evolve our processes. How do we really continuously improve collaborative? In this session I will share the Habits of Kanban process improvements that I call Kanban Kata. Kanban Kata combines the Kanban Method with Toyota Kata and forms the habits of process improvements for your Technology Business.
This is the talk that I gave at the DARE 2013 conference in Antwerp 15th June 15, 2013