moving away from traditional project artifacts and embracing purpose with kanban

From Artifacts to Purpose Using Kanban

Edgar Schein, Sloan Professor of Management Emeritus at the MIT, describes three levels of organizational culture: artifacts, the visible sign: from dress code to how employees communicate espoused beliefs: the values by which business is conducted, it can be brought out by talking to people underlying assumptions, the invisible component: hard to describe, often unconscious, […]

process efficiency

Max Out Your Process Efficiency with Kanban(ize)

The key to understanding the true meaning of efficiency is striving to eliminate all waste of resources in accomplishing desired results. Perhaps the only constant when discussing ways to achieve efficiency is the dynamics of the term. It implies the mindset of continuous monitoring, assessment, and improvement.  The process efficiency in the knowledge work domain […]

kanbanizing the waterfall

Kanbanizing the Waterfall

The traditional waterfall approach to building software (and other things) has been anathematized as being the worst thing that can happen to a company and has practically been banned from the industry for good. Its successor – agile has been discovered and promoted as the only way to do things properly. Is this applicable to everyone?

doing-agile-vs-being-agile

Doing Agile vs. Being Agile: Why It Matters?

Grasping the difference between adopting the Agile methods into the work process (doing Agile) and shifting to the Agile mindset (being Agile) is a fundamental step to achieving a real transformation of the workflow, boosting engagement at all levels, and being productive.  No matter your position at a company, the project you are working on, […]

forecasting projects with kanban and kanbanize

When Will It Be Done: Project Forecasting in Kanban(ize)

Traditionally, answering the question “When will it be done?” happens in a deterministic way where teams prepare strict deadlines for their projects.  And while this approach works for stable projects, operating in a volatile environment requires a way to reflect our plans’ uncertainty. This calls for probabilistic planning, where project managers communicate possible outcomes (forecasts) […]