Posted on January 17, 2014 by
In the 3rd of this series of short blog posts, I'd like to examine another antipattern in use of kanban systems in consulting and change initiatives. This is the last of the antipatterns for now but it won't be the last of this series of short blog posts.
In this antipattern, a consultant designs a defined process, either uniquely for their client, or out-of-context as a defined off-the-shelf solution that they document and publish in some form. This defined process includes the use of a virtual kanban system and so they claim this is "Kanban" rather than give the process a specific name...
Posted on December 11, 2013 by
In 2013, my Kanban Coaching Professional (KCP) Masterclass has proven popular and influential. During my recent tur of Europe, 4 individuals who attended the class in the first half of the year each approached me with their own stories that amounted to the class had been life changing professionally and personally. I've been very happy with the curriculum this past year. It's been very settled and consistent...
Posted on September 09, 2012 by
I found this recent Harvard Business Review blog, Agile Problem Solving at the London Olympics, by ROb Goffee and Gareth Jones thought provoking. It offers us a subtle understand of the difference between adaptability and evolutionary capability. Perhaps in turn offering us a way to understand Kanban in comparison to Agile methods…
Posted on August 28, 2012 by
I’m realizing that predominantly Agile coaches/consultants have a lot of misunderstanding about what it takes to be a Kanban coach. Consequently, they believe that Kanban is just another method they can deploy using the same coaching/consulting techniques they use for Agile methods. This assumption would be wrong. Not just a little wrong - completely wrong! As a result of this assumption some Agile coaches wishing to offer Kanban as part of their services and as a tool in their toolbox, may be undervaluing the utility of attending my 3-day Advanced Kanban Masterclass for coaches, consultants and managers.
Posted on August 25, 2012 by
The second of the two chapters on tribes in Lessons in Agile Management focuses on how, as a manager, you might leverage the tribe you identified from the skills you learned in chapter 7. Chapter 8 is difficult to abridge to a single article because it builds on Ray Immelman’s model of tribal behavior. So I’ve chosen to publish the chapter introduction and an article on tribal communication describing my first meeting with my boss in Microsoft’s Patterns & Practices group, Rick Maguire, back in 2006.