A presentation on Kanban

Following on from my original post about Kanban I went on to 'horror of horrors' put together a slideshow on the topic for my new workplace. This was presented to a new team as an introduction. The team than went on and started a Kanban process to manage their work. They are still using a derivation of this process today, 8 months later, to mixed success.

Here is the slideshow on Slideshare, I havent looked at this since I placed it up there in February, but once again I'll use the 'historical context' disclaimer here:

http://www.slideshare.net/rooosterboy/little-bits-of-cardboard-a-kanban-case-study

Comments

Post a Comment

Popular posts from this blog

Experience report: Building an offshore agile team in India - The Australian perspective - Part 1

Experience report: Offshore agile teams – An Australian in India’s perspective Offshoring software development, in this case, using agile as a software development methodology contains many opportunities to learn. These kinds of teams have specialised requirements both in the technical realm as well as social expectations on the individuals hired. A lot of organisations have tried, and failed in a lot of cases, to set up independent agile teams in India . With the right approaches and expectations set, Aconex has shown that it is possible to successfully set up agile offshore operations as we did. To get your offshore program on a sustainable footing you’ve got to understand the market and be prepared to be responsive to local conditions. What sort of people are/were we looking for? A simple explanation would be, agile software engineers and product people with a desire to work in self managed, highly collaborative teams. We use the terms ‘passionate, self-starter, indep
Read more

Using an agile storyboard as a scale of certainty

Image
As per my previous post, In my current team we have started using a 'Just in Time' (see how I feel weird about saying Kanban, not sure why yet) approach to doing various activities around development. Mostly this is around planning, but in that sense, we are also doing as much Just inTime as possible in giving an estimate. Scene setting We are a team that does 2 week sprints, but we also don't do a major release at the end of each sprint. We tend to wait for 5 sprints to pass before we do releases, there are a number of organisational reasons for that, but suffice to say, thats the way we do it around these parts. Our story wall (in ugly table form) The table below is a basic representation of our Story wall. As you can see, for the story wall, we deliberately do not just focus on the current 2 week sprint. We also have columns heading beyond the current sprint to encapsulate the entire release timeline (in this case the team have already completed two sprints so their are
Read more

Building agile teams in India: Part 3 - challenges at the hiring stage (especially for a fresh face in the market)

Part 3: Constraints/Challenges of building a ‘boutique’ agile team in Bangalore/India (especially if you’re an unknown in the market) Low brand recognition In India, brand is seen as really important for a lot of candidates even in 'considering' an organisation. Family recognition of the organisation is seen as very important to candidates, acceptance of the organisation by candidates parents is often a key factor. There is also evidence that candidates enhance matrimonial chances by joining a known brand, I've even had conversations that dowry can be increased dependent on the name of the company.  All of this leads to an uphill challenge for smaller organisations, however: The candidates that do join you are joining because you've sold the company culture and challenge well, which increases loyalty/retention. Also, working on brand building is shown to pay off over time, hence partly an answer to the question of “Are you ready for this to take ‘x’ ye
Read more