LKCE18 Nadine Wolf - Personal Kanban als Hilfsmittel für (Selbst-)Führung
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Hier erfahren Sie, welche Prinzipien hinter Personal Kanban stecken, wie man mit einem Personal-Kanban-Board starten kann und wie einen das beim Führen von sich und anderen unterstützen kann. Wer nicht nur theoretisch mit Personal Kanban starten möchte, findet vor Ort Material, um direkt ein erstes eigenes Board zu erstellen. Der Vortrag richtet sich also an alle, die aus ihrem Chaos heraus möchten oder ihre Ordnung und Entscheidungsfähigkeit weiter verbessern möchten, um für ihre Teams und Kollegen als gutes Vorbild voranzugehen.
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The goal of this presentation is to show how a Financial Technology Company in Brazil sustainable evolve from 20 teams running around 50 initiatives to 140 teams with more then 400 initiatives in 4 years, becoming NYSE's Biggest IPO Since Snap in 2018, following what we call an Agile Journey supported by Kanban. Some of the practices we use in our organization that will be presented here: Fit for Purpose clients segmentation, OKRs to provide alignment between strategic, tactical and operational levels, Lean Canvas and A3 for design, implementation and delivery process follow up and, finally, a Portfolio Kanban that started in a Power Point, with metrics done manually in Excel, based in the Spotify Product Development process and today is evolving based on Flight Levels, supported by tools as Swiftkanban and PowerBI and in the autonomy of people involved in this process, as Management and Product Owners.LKCE19 - Natalia de Souza Manha - Lean Portfolio Governance with Kanban in a ...
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Wer hat dies nicht auch schon erlebt – jedes Jahr findet sie statt – die Jahresplanung der Unternehmung. Ziele, die von „Oben“ vorgegeben werden, von der „Mitte“ mit konkreten Maßnahmen unterfüttert werden, welche wiederum zu einem Jahres-Portfolio führen, welches „Unten“ nur noch umsetzen muss.
Und dabei ist man doch soooo agil! < /br>
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Recommandé
The goal of this presentation is to show how a Financial Technology Company in Brazil sustainable evolve from 20 teams running around 50 initiatives to 140 teams with more then 400 initiatives in 4 years, becoming NYSE's Biggest IPO Since Snap in 2018, following what we call an Agile Journey supported by Kanban. Some of the practices we use in our organization that will be presented here: Fit for Purpose clients segmentation, OKRs to provide alignment between strategic, tactical and operational levels, Lean Canvas and A3 for design, implementation and delivery process follow up and, finally, a Portfolio Kanban that started in a Power Point, with metrics done manually in Excel, based in the Spotify Product Development process and today is evolving based on Flight Levels, supported by tools as Swiftkanban and PowerBI and in the autonomy of people involved in this process, as Management and Product Owners.LKCE19 - Natalia de Souza Manha - Lean Portfolio Governance with Kanban in a ...
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At Pushwoosh, we struggled to implement WIP limits for Upstream. Product managers generated tons of new(very important) features, queue before downstream development was full. Even though we had regular replenishment meetings where product managers and business picked things we should do next, it didn’ t help much.Managers were constantly fighting with each other, behind - the - scenes games and manipulations took place from time to time.Decisions were based on how convincing and impressive features’ presentation were or because someone worked out a deal with decision makers.At the same time, our CEO was often dissatisfied with the fact that improvements / features he requested were not implemented. On top of that, our development team had a conflict with the product team since PMs blamed developers that they cannot fulfil all their requests, while developers complained that the product team tries to push their features to development, no matter what, bypassing all agreements and processes.LKCE19 - Katya Terekhova - Siberian tale, part 2: how we implemented classes ...
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Wer hat dies nicht auch schon erlebt – jedes Jahr findet sie statt – die Jahresplanung der Unternehmung. Ziele, die von „Oben“ vorgegeben werden, von der „Mitte“ mit konkreten Maßnahmen unterfüttert werden, welche wiederum zu einem Jahres-Portfolio führen, welches „Unten“ nur noch umsetzen muss.
Und dabei ist man doch soooo agil! < /br>
Nun ja, der Weg ist nie leicht.REWE Digital hat im letzten Jahr ein paar Veränderungen vorgenommen und organisiert inzwischen zum Beispiel ihr Portfolio mit Kanban.In unserem Erfahrungsbericht wollen wir unseren Weg von der Top - Down Jahres - & Portfolioplanung hinzu einer Bottom - Up und schließlich rollierenden Portfolioplanung teilen.LKCE19 - Bea Knippenberg & Daniel Schimera - Portfolio-Planung von Top-Down z...
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Plus de Lean Kanban Central Europe
Wie genau komme ich zu einer strategischen Ausrichtung? Welche Entscheidung treffe ich? Und wie oft muss ich das tun? In diesem Talk gibt Mathias eine kurze Einführung zu Wardley Maps und eine Vorstellung, was er bisher bei der Anwendung für Erfahrungen gemacht hat und welche Tipps und Tricks sich als sehr wertvoll herausgestellt haben.LKCE19 - Mathias Schroeder - Strategische Ausrichtung mal anders (aka Wardley...
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* reduce the number of critical incidents by 50 % every year
* reduce the cost for centralised quality assurance by 60 %
* reduce the amount of central leadership positions to 5 %
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Feedback and cadence enable agility and evolution, as much for agile organisations as thriving organisms. For example they help your organisation...
Choose the right work Make that work flow Ensure the work’s right, and Improve its workflow?
This presentation will present the improved Kanban schema of seven types of feedback loop that operate at different scales and context, exploring among other things, how bottlenecks to flow appear and how effective cadences can help the organisation respond with effective interventions.LKCE18 Andy Carmichael - Feedback and Cadence: essentials of agile control an...
LKCE18 Andy Carmichael - Feedback and Cadence: essentials of agile control an...Lean Kanban Central Europe
The Kanban Maturity Model levels are defined by the outcomes an organization consistently achieves, by the sophistication of the general practices we recommend, and by the nature of the culture - defined by the values people hold.
This talk will explain how the KMM approach to culture appraisal avoids the bias of self-reporting, and using invalid instruments for measurement, by instead relying on four types of evidence the appraiser finds that supports or contradicts if a value is strongly held.
People need to hold these values strongly - to believe these things matter - or they will be unwilling to implement changes or abandon disciplines that got them improved results.
Therefore, this talk will also explain the approach to providing practical guidance for leaders (and coaches) to drive the adoption of the values that increase the willingness to evolve the implementation of the specific practices as a means to get improved results.LKCE18 Steve McGee - KMM Cultural Appraisal and Practical Guidance for Leaders
LKCE18 Steve McGee - KMM Cultural Appraisal and Practical Guidance for LeadersLean Kanban Central Europe
Flow Efficiency is an incredibly powerful improvement driver. It shows you how efficient the work is flowing through your value stream. The status quo is still around maximising the resource allocation and efficiency. Organisations are too focused on that and they forget to look to the work. The formula to find the flow efficiency is simple: touch time, divided by lead-time, times 100%. It shows you the proportion of time you spend adding value to a piece of work in comparison with the lead time. The commonly observed flow efficiency in traditional organisations is around 15%, which means that, on average, 85% of the time every piece of work is actually idling in queues, accumulating waiting time. That’s shocking!
Most of the time, organisations are trying to increase efficiency on the value added time, forgetting that the waiting time, is where we have the biggest room for improvements. This talk will show you how to increase your flow efficiency by identifying and fixing common sources of waiting time.LKCE18 Márcio Sete - Flow efficiency - the most powerful improvement driver
LKCE18 Márcio Sete - Flow efficiency - the most powerful improvement driverLean Kanban Central Europe
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LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences...
LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences...
LKCE19 - Patrick Steyaert - Agile Portfolio’s as Market Places - Autonomy mee...
LKCE19 - Patrick Steyaert - Agile Portfolio’s as Market Places - Autonomy mee...
LKCE18 Keynote David J. Anderson - Defining Leadership Maturity
LKCE18 Keynote David J. Anderson - Defining Leadership Maturity
LKCE18 Janice Linden-Reed - Kanban Saves the World
LKCE18 Janice Linden-Reed - Kanban Saves the World
LKCE18 Boris Kneisel - SMART Option Picking for DISCOVERY Kanban
LKCE18 Boris Kneisel - SMART Option Picking for DISCOVERY Kanban
LKCE18 Andy Carmichael - Feedback and Cadence: essentials of agile control an...
LKCE18 Andy Carmichael - Feedback and Cadence: essentials of agile control an...
LKCE18 Thomas Epping - Mehr Wirkung, weniger Drama
LKCE18 Thomas Epping - Mehr Wirkung, weniger Drama
LKCE18 Steve McGee - KMM Cultural Appraisal and Practical Guidance for Leaders
LKCE18 Steve McGee - KMM Cultural Appraisal and Practical Guidance for Leaders
LKCE18 Márcio Sete - Flow efficiency - the most powerful improvement driver
LKCE18 Márcio Sete - Flow efficiency - the most powerful improvement driver