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Interview with Janice Linden-Reed, CPO at Lean Kanban Inc.

Fri, 12/08/2017 - 20:14
Janice Linden-Reed was asked to help our readers understand the efficacy of Kanban training, as well as its relationship to Agile frameworks. The following is her response (republished from the REALagility Newsletter, Nov. 2017).

“Kanban is useful in any situation where the flow of work is uneven, and/or people are swamped with too much work. It is not a replacement for Scrum; it can be overlaid in any current system a business may be using. Kanban helps organize and manage, so that everyone understands customer demand versus individual capacity. Kanban enables one to sort out, and get back into control of, their work.

There is lots of debate around the relationship between Kanban and being agile. David Anderson, Kanban’s founder, had been experimenting with applying Lean principles to knowledge work in particular. In a sense, Kanban combines being agile with Lean principles. Kanban can create order just in time for changing conditions (disruption). Kanban is not in an either/or position with Scrum; the two can be combined.

Around 2005 David Anderson was approached about a complex project at Microsoft, and started to apply what he’d been learning. By 2010 his book, Kanban: Successful Evolutionary Change, was published. In 2011, the Lean Kanban University (LKU) was established because the capacities of people who were teaching Kanban varied greatly. The university ensures people use the right materials and learn all the elements of a successful Kanban curriculum. Thus an Accredited Kanban Trainers (AKT) is endorsed by LKU.

Kanban teaches: start where you are now, whatever your situation, whatever framework you may be using. The challenge with Kanban is simply knowing what you’re doing at any given moment. Kanban can help you start with getting visibility of the work, so that everyone – managers and employees alike – are on the same page. Kanban is very free about then allowing change to occur.

Kanban is used by the agile community worldwide, to differing degrees, offering both shallow visuals or deep risk management. It works mainly for knowledge and service work, i.e. insurance companies and banks – work that is essentially invisible, and is of different sizes. Because knowledge work is not visible, management may not know how much an employee has on his or her plate.

A trained AKT understands systems thinking and a pull system, all the way to applying advanced techniques to improve flow and predictability. The training will be eye-opening – time well-spent!”

Read more about Kanban at:

http://www.agileadvice.com/2017/06/01/kanban/kanban-real-scaled-agility-enterprise/

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