Many teams who use Agile practices run regular retrospectives (when was your last retrospective?!). However, these ceremonious gatherings often become stale pushing teams to look for alternative formats to fill their 2hr meeting.
Using Kanban to reduce people’s context switch hell!
Background In the role I’m currently in, I work with organisations to understand how they’re working now and how they can become more effective as…
Featureban – notes for facilitators
It’s about time I posted the notes I email to people who ask about facilitating Featureban, so here goes…
Using your own metrics to self discover!
So one of the positive attributes I feel I’ve retained from my Project Management days is an instinct to capture information.
With how thick and fast information is thrown at us these days (certainly in my current career path) I always remind myself of the need to capture information that is ‘just enough’ or ‘barely sufficient’ to avoid waste, which is a reflection in myself of what I coach to people and teams.
Kanban from the Inside: 15. Economic approaches to flow
We’re at chapter 15 of Kanban from the Inside, on economic approaches to flow. This excerpt expands on the third of three principles of Real Options as identified by Chris Matts and Olav Maassen: Options have value, options expire, never commit early unless you know why.
Kanban from the Inside: 14. TPS and Lean
I really enjoyed writing this chapter! My goal was to illustrate the extent to which things can look radically different and yet share the same underlying principles and philosophy. The excerpt below comes after a description of a production line at Toyota; the “TPS” of the chapter title is the Toyota Production System.
Retrospectives: Fresh NOT stale please!
In Part 1 of Coaching Retrospectives, I wrote about starting off right. Now in Part 2 I’m going to move onto how you keep it fresh…
In the pursuit of effectiveness
It’s probably worth starting by explaining where the three circles ideas came from. Most of it is born out of my frustrations of seeing too many attempts at Agile fail or become very hard work to the extent that Agile gets a bad name or teams adopt a “fragile” approach instead. In all client meetings … Continue reading →
A Lean / Agile Approach to Aviation – From 9 Years to 20 Months (WATCH)
At Monday’s drop-in session (January 19), HiveMind Expert and Director at VREF Consultants, Col Sweetman, discussed how a Lean / Agile approach can drastically accelerate product development and design the right product for your target market…
The No-Change Approach to Organisational Change: Starting Where You Are
“The no-change approach to organisational change” was the focus of this week’s drop-in session (December 1) as HiveMinder Kenny Grant lead a discussion on the evolutionary, people-centric approach taken at Northern Gas Networks, in the context of Agile / Lean change.
