Marcus Hammarberg wrote:Think about this: how do your coworkers know that you have loads to do? That you're on a roll? That you need help? What you have accomplished the last week?
SCJP, SCJD, SCEA 5 "Any sufficiently analyzed magic is indistinguishable from science!" Agatha Heterodyne (Girl Genius)
Hope this helps
/Marcus
http://bit.ly/theKanbanBook
Marcus Hammarberg wrote:Oh no, that's no fast rule at all. You can, but you sure don't have too.
SCJP, SCJD, SCEA 5 "Any sufficiently analyzed magic is indistinguishable from science!" Agatha Heterodyne (Girl Genius)
Junilu Lacar wrote:This is one of my pet peeves actually. I am in the camp that believes most metrics should be used to provide feedback for the team, not so much the individual.
SCJP, SCJD, SCEA 5 "Any sufficiently analyzed magic is indistinguishable from science!" Agatha Heterodyne (Girl Genius)
SCJP, SCJD, SCEA 5 "Any sufficiently analyzed magic is indistinguishable from science!" Agatha Heterodyne (Girl Genius)
Junilu Lacar wrote:But coming back to kanban, it makes me wonder if there is some kind of similar mindset there. If kanban is about improving process, does it have a narrow focus or does it help you take a more "systems thinking" view? One problem with immature teams is that they often don't know where to start making improvements. They can identify a multitude of things that they need to improve but have a hard time deciding where best to start so that they can see results quicker and get the most out of their efforts. Is this something that the book touches on? That is, does kanban help develop systems thinking, looking at things more holistically (e.g. at the team or group level) vs local optimizations (e.g. individual performance)?
SCJP, SCJD, SCEA 5 "Any sufficiently analyzed magic is indistinguishable from science!" Agatha Heterodyne (Girl Genius)
Junilu Lacar wrote: If kanban is about improving process, does it have a narrow focus or does it help you take a more "systems thinking" view? One problem with immature teams is that they often don't know where to start making improvements. They can identify a multitude of things that they need to improve but have a hard time deciding where best to start so that they can see results quicker and get the most out of their efforts. Is this something that the book touches on? That is, does kanban help develop systems thinking, looking at things more holistically (e.g. at the team or group level) vs local optimizations (e.g. individual performance)?
Hope this helps
/Marcus
http://bit.ly/theKanbanBook
Marcus Hammarberg wrote:For example, let's say that you have a separate department doing deployments. If you start flowing work through your team fast, you will still end up waiting for the deployment department. The focus on lead time (the complete time from idea to production) will be slowed down by waiting for the deployment department. This is now your next problem (oh sorry improvement opportunity) to solve to gain even faster flow.
SCJP, SCJD, SCEA 5 "Any sufficiently analyzed magic is indistinguishable from science!" Agatha Heterodyne (Girl Genius)