In a recent conversation, an analyst I was briefing made an interesting point. He said that while Kanban and SAFe® provided incremental change/ improvements, real innovation and real change came
Having been a product manager for a long time, running Digité’s Product Management since we started till about a couple of years ago, I have been passionate about putting the
This question was asked on a project management forum which I responded to. Considering how many software teams are moving from traditional to Agile processes using Kanban, I felt it
Is this you? That is, does the question below, which I answered on a technical forum recently, describe a situation you might be facing or may have faced in the past?
“My team is using Kanban board but they seem to prefer to collate a couple of tickets then ‘do a release’ as appose to releasing each ticket. i.e. they move tickets through the workflow and then put them in a waiting column for days on end and then they do sporadic releases.
Recently, there was an interesting problem posed on a project management discussion board. The questioner asked –
“I have recently joined a company and to one of the projects that I’m engaged we have this Scrum team that has a mixed backlog (USs and Bugs).
In a recent post on a technical forum, a Dev manager had the question (paraphrased here) – My organization wants to operate in a Kanban way but maintain the structure of sprints and burn down charts to keep track of progress. Is it ok to do? Is Scrumban the correct methodology? If so, what is the best way to implement it?
It has been abundantly clear that in the last 3-4 years, the world of Agile has gradually come to be occupied by Kanban. While there has been a fair bit of the religious battle about Scrum vs. Kanban – which, while doing injustice to both Scrum and Kanban, has certainly helped to keep Kanban under the spotlight – the fact is that most consultants, coaches, and practitioners have been far more pragmatic and sanguine about it.
In 2015, in a blog post called Kanban Cadences, David Anderson laid out a set of 7 Kanban cadences or meetings that provide comprehensive opportunities for feedback, planning, and review in an enterprise. Some of these were already identified in his original blue book, Kanban: Successful Evolutionary Change for Your Technology Business, some were identified later and put together in this post.
Last week, my colleague Navin and I had the pleasure and – indeed – the honor of meeting some of the best minds in Europe at the Kanban Leadership Retreat at Mayrhofen, Austria!
Try SwiftKanban Enterprise Plan FREE for 30 days.