A Short History of Kanban (and Lean) (Part 3)

The history of lean and kanban is a challenge to boil down, so inevitably, I know there are aspects that are missing here. The title says “short” because, while there is a lot of information here, it is short in terms of how more is out there!  Additionally, there are often disagreements on certain aspects

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Kanban Principles for Success (Part 2)

The kanban principles we use and I mention in What is Kanban? are fairly straightforward, yet often ignored in organizations who say they are doing kanban. I want to dig into a bit more depth on

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What is Kanban (看板)? [Part 1]

This is a common question, since Kanban can have several word uses and meanings in the agile space. The term gets thrown around a lot, making it even more confusing. In order to understand Kanban and where it comes from, let’s start with some basic definitions and the foundations. We start with the basics, because

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What to do when someone asks for an agile checklist or agile metrics checklist?

I hear these requests all the time. “What are the best agile metrics?”, “How can we measure an agile team?” and “I know we can’t just measure agile. . . but, what should be on an “organizational agility checklist?”

There are so many places you can go with these questions and there are even

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Agile Managers Don't Magically Learn

Myth 3: Leaders & Managers will figure out what their agile role is magically

We have done a huge disservice to leaders and managers, as well as teams.  There are plenty of people that will say we don’t need managers and leaders. People can lead themselves. While there is an aspect of this that may be true, there are a lot of steps to get close to that idea.

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Agile Leadership Myth #2: Self-Organizing Teams don’t need any help.

How did we arrive at this place where so many people believe that self-organizing teams do not need help? The fact is, self-organizing teams DO need help.

What teams can experience: Teams might not know exactly what kind of help they need or even how to describe it. This can be especially true if they

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Agile Leadership Myth #1: Telling people “You Are Empowered” Actually Works

A major challenge we run into when helping organizations shift or improve is leadership misconceptions. Agile leadership myths cause a lot of these misconceptions. We need to help avoid falling into the trap of these common myths because they limit our success. A root cause of many of the myths is that people simply don’t

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Limit Engagement, Limit Success – Scientific Management Problems

We require environments where people can provide input and ideas. If we limit engagement, we limit success. We still have organizations who either believe or act like they believe some types of workers are “stupid.” This idea dates back to the ideas surrounding Scientific Management, Fredrick Taylor, and Henry Ford. The concept of the stupid or

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