Posted on August 29, 2012 by admin

A Taste of Lessons #10: Understanding Agile

Today’s taster from my new Lessons in Agile Management book comes from chapter 10 - Understanding Agile. The chapter threads together a series of articles from 2003 onwards that seek to put some underlying framework to Agile principles and values and to explain how Agile is differentiated from earlier 20th Century approaches to software development. As I explain in the chapter introduction, I’d argued at Agile 2008 that an underlying model for Agile was required - something more rigorous than the “Principles behind the Manifesto” - and that the Agile Alliance board had discussed it, decided it was important but no one was willing to commit to making it happen. As Dave Snowden has pointed out, an underlying model is required in order to scale concepts successfully. Chapter 10 brings together my own thoughts on an underlying model to help you understand Agile and hopefully from that understanding become more successful implementing it at scale. The extracted article is from February 2007 and includes from contemporary commentary…

Posted on August 28, 2012 by David Anderson

What Kanban Coaches Do, and Don't Do

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 27, 2012 by David Anderson

A Taste of Lessons #9: On Human Resources

Chapter 9 of Lessons in Agile Management collects a series of six longer articles I wrote expressing my managerial frustration with the policies imposed upon us managers by human resources departments, usually in the name of pay for performance. Some of the earlier ones reflect more of an “angry young man” stage in my career. Today, I’ve chosen to highlight the last of the articles, originally posted on March 14th, 2007. The contemporary commentary on this article had to be modified between printing the galley copies in May and final publication in August and I’ve added an additional post script exclusive to this blog…

Posted on August 26, 2012 by David Anderson

Develop Change Management Capability

This is the second post in my series related to change management and evolutionary capability, following Change Management vs Process Evolution on Friday.

Posted on August 25, 2012 by David Anderson

A Taste of Lessons #8: Managing Tribes

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.

Posted on August 24, 2012 by admin

Change Management vs. Process Evolution

Managed Change

Change management is the discipline of managing change in organizations. Changes to processes or changes in organizational structure the discipline used to bring some control and governance to these activities is called change management. There is a large body of literature on change management. I have a small stack of books lying in my office on the topic of change management within the software and IT industry.

Posted on August 23, 2012 by admin

A Taste of Lessons #7: Recognizing Tribal Behavior

Introduction to Chapter 7

The history of the Agile movement, and the entry of Lean and Kanban into the same workplaces, is a story of tribes. That’s not surprising, because tribalism is about people—about relationships, affiliation, motivation, loyalty, and leadership. Introducing a new methodology in the workplace inevitably leads to the challenge of managing tribes.

Posted on August 21, 2012 by admin

A Taste of Lessons #6: Goldratt & His Theory of Constraints

Lessons Learned from Eli #2: Resistance to Change

Posted on August 21, 2012 by admin

A Taste of Lessons #6: Goldratt & His Theory of Constraints

Lessons Learned from Eli #2: Resistance to Change

Posted on August 20, 2012 by admin

Kanban's Galapagos Island

Isolating Kanban

Posted on August 18, 2012 by admin

A Taste of Lessons #5: Chapter Buffers

R.E.S.P.E.C.T

Posted on August 16, 2012 by admin

Kanban Coaching Professional

Today Lean-Kanban University announced the launch of the Kanban Coaching Professional program and the designation KCP for those who have demonstrated an advanced knowledge of Kanban and success leading change initiatives using the method.

Posted on August 15, 2012 by admin

A Taste of Lessons #4: Inspired by Deming

Introduction to Chapter 4 - Inspired by Deming

Posted on August 13, 2012 by admin

A Taste of Lessons #3: What Would Drucker Do?

Drucker On Refactoring

Drucker on Refactoring—no, really! What follows is what Peter Drucker might have had to say about refactoring were it available as a practice when he wrote these words in 1954:

Posted on August 09, 2012 by admin

A Taste of Lessons #2: On Management

Language Lawyers and Performance Reviews

Posted on August 07, 2012 by admin

A Taste of Lessons #1: On Leadership

Failure to Manage to the Values

Following on the theme of goals and alignment, I’d like to consider
a management dilemma posed by Jack Welch, former CEO of GE. It’s modeled as
a classic 2 × 2 matrix (or Gartner Magic Quadrant chart), as shown.

Posted on August 06, 2012 by admin

Lessons in Agile Management is My Masterclass Textbook

I’m often asked what is the curriculum for the 3-day Advanced Kanban Masterclass designed for coaches, consultants and managers leading change initiatives. While we do have a concise published curriculum, my usual response it, “It’s everything that you need to know to be successful with Kanban but isn’t in the Kanban book. It goes beyond the current published knowledge and covers a lot of new material.” It also covers a lot of older material that I have captured in my new book, Lessons in Agile Management ...

Posted on August 04, 2012 by admin

Tolerance #4 - Intellectual Property

POMODORO

This week I heard that Navel Labs’ Pomodoro Timer has been renamed as Wind-up Timer at the request of Francesco Cirillo, author of The Pomodoro Technique [2009]. The argument here is one of intellectual property protection and tolerance to derivative works and borrowing of the idea in order to expand its market or better exploit the market for the idea. In this case, the originator of the concept feels he is due some recompense for the original concept on which Wind Up Timer is based. It seems Navel Labs were unwilling (for whatever reason, it doesn’t matter) to compensate Mr. Cirillo for his original idea and preferred to rename their product.