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Kanban in 30 Days
If you want to simplify your processes, improve collaboration and manage projects successfully, this guide to Kanban is an essential companion. Created primarily for software developers, but packed with insights and tips for anyone that understands the challenges of project management, this is your rapid route into innovative and Agile ways of working.
- GenresNonfiction
106 pages, Kindle Edition
First published July 3, 2015
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33 people want to read
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Displaying 1 - 7 of 7 reviews
May 19, 2019
It should be very simple: If it takes 30 days just to get what it is about, it's not Kanban. It isn't too Agile either.
I really love all kinds of pics where links like 'mobilizing brain power' are used. I immediately start feeling that Master Yoda is somewhere very close. Kidding.
If this is Agile, I don't want to imagine just how bad the processes must have been to begin with.
Q:
9:00 to 11:00 – first planning meeting. ...
One person, temporarily or permanently, takes the role as product champion. He or she starts by informing others of the vision for the product or service. He or she continues by showing the roadmap, how to get to the vision, and what the first goal is. (c) I'm rolling my eyes really hard. 2 hrs for a meeting. On how to set goals and vision and a Kanban board.
Nope, we don't get to create the Kanban board yet. For that we need to set an extra 2-hr meeting. I'm not kidding here:
Q:
11:00 to 13:00 – creating your Kanban board...
A definition of done is a policy clarifying what is expected to have been done with a work task before it is allowed to leave a process step. You can also or instead have a definition of ready to clarify what is expected to have been done before a task is allowed to enter a process step. (c)
And ... we seem need extra 2 hrs-worth of a meeting to decide on our meetings (after having a couple of them):
Q:
13:00 to 14:00 – deciding your meetings...
We'd just like to add that there is something strange about communication. (c) Most. Definitely.
Q:
You should rather have many short meetings than a few long ones. (c) Good to know. Obviosuly, 2h-ed meetings are supposed to mean short meetings.
Q:
14:00 to 17:00 – start working (c) Great. Finally.
Q:
Practice 1 – visualizing your work ...
Practice 2 – limiting work in progres ...
Practice 3 – managing flow ...
Practice 4 – making process policies explicit ...
Practice 5 – implementing feedback loops ...
Practice 6 – improving collaboratively, evolving experimentally (using models and the scientific method) ... (c)
Q:
Piles of unfinished work are one of the biggest wastes according to the Lean philosophy. (c)
Q:
Agile, like Lean, is more of a culture than a process. (c)
Q:
Build projects around motivated individuals. (c) And if they aren't motivated, then what? Crawl up somewhere and die? What if I don't want to? Eliminate them as false demand? I'm sure they'll appreciate this spunky attitude.
Q:
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. (c) Have they tried delivering it twice a day? Works magic ... towards making people climb walls. A couple of weeks shouldn't be considered frequent, more like normal.
Q:
Simplicity—the art of maximizing the amount of work not done... (c) Actually, it's not simplicity.
Q:
PDCA is short for Plan-Do-Check-Act. ... This loop continues until you decide that a new area needs to be improved. (c) It would be more fun to try it simultaneously with LSS, which would struggle to cut all the unnecessary loops. A meeting on that could become a lot of fun.
I really love all kinds of pics where links like 'mobilizing brain power' are used. I immediately start feeling that Master Yoda is somewhere very close. Kidding.
If this is Agile, I don't want to imagine just how bad the processes must have been to begin with.
Q:
9:00 to 11:00 – first planning meeting. ...
One person, temporarily or permanently, takes the role as product champion. He or she starts by informing others of the vision for the product or service. He or she continues by showing the roadmap, how to get to the vision, and what the first goal is. (c) I'm rolling my eyes really hard. 2 hrs for a meeting. On how to set goals and vision and a Kanban board.
Nope, we don't get to create the Kanban board yet. For that we need to set an extra 2-hr meeting. I'm not kidding here:
Q:
11:00 to 13:00 – creating your Kanban board...
A definition of done is a policy clarifying what is expected to have been done with a work task before it is allowed to leave a process step. You can also or instead have a definition of ready to clarify what is expected to have been done before a task is allowed to enter a process step. (c)
And ... we seem need extra 2 hrs-worth of a meeting to decide on our meetings (after having a couple of them):
Q:
13:00 to 14:00 – deciding your meetings...
We'd just like to add that there is something strange about communication. (c) Most. Definitely.
Q:
You should rather have many short meetings than a few long ones. (c) Good to know. Obviosuly, 2h-ed meetings are supposed to mean short meetings.
Q:
14:00 to 17:00 – start working (c) Great. Finally.
Q:
Practice 1 – visualizing your work ...
Practice 2 – limiting work in progres ...
Practice 3 – managing flow ...
Practice 4 – making process policies explicit ...
Practice 5 – implementing feedback loops ...
Practice 6 – improving collaboratively, evolving experimentally (using models and the scientific method) ... (c)
Q:
Piles of unfinished work are one of the biggest wastes according to the Lean philosophy. (c)
Q:
Agile, like Lean, is more of a culture than a process. (c)
Q:
Build projects around motivated individuals. (c) And if they aren't motivated, then what? Crawl up somewhere and die? What if I don't want to? Eliminate them as false demand? I'm sure they'll appreciate this spunky attitude.
Q:
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. (c) Have they tried delivering it twice a day? Works magic ... towards making people climb walls. A couple of weeks shouldn't be considered frequent, more like normal.
Q:
Simplicity—the art of maximizing the amount of work not done... (c) Actually, it's not simplicity.
Q:
PDCA is short for Plan-Do-Check-Act. ... This loop continues until you decide that a new area needs to be improved. (c) It would be more fun to try it simultaneously with LSS, which would struggle to cut all the unnecessary loops. A meeting on that could become a lot of fun.
November 19, 2016
Fácil de leer, con un contenido ágil y entretenido. La expectativa era leer un libro sesudo y pesado, pero se deja leer con facilidad y está lleno de conocimientos para alguien como yo, que se adentra por primera vezen el tema Kanban.
October 3, 2017
A good book to begin on kanban, with a comparison and blend of Scrum into a Kanban board.
It talks about the steps you need to implement Kanban on a team, or even by yourself, defining the metrics needed and the problems that can arise.
It talks about the steps you need to implement Kanban on a team, or even by yourself, defining the metrics needed and the problems that can arise.
November 26, 2018
Es imposible aplicar Kanban en 30 días, pero sabemos que los editores se quedarían sin trabajo y los lectores no se sentirían tan atraídos como si leyeran: Desarrolla la implementación de ciclos Kanban en 365 días.
Por otro lado, el manual está escrito no solo por Tomas Björkholm, sino también Jannika Björkholm aunque no aparezca en la base de datos de Goodreads.
Más allá de la anécdota del título y de la autoría - o biautoría - nos encontramos ante un manual sencillo de leer y que escalona los pasos. Aunque probablemente los días no coincidan al 100% con el planteamiento que uno pueda tener en su empresa.
Con Gráficas bastante explicativas de cómo podría ser un proceso de Kanban, aquellos que no somos desarrolladores de software y trabajamos en el desarrollo de campañas de publicidad digital nos daremos cuenta que no se puede aplicar Kanban en nuestro oficio.
Puedes leer en el siguiente enlace toda la reseña de Kanban en 30 días.
Por otro lado, el manual está escrito no solo por Tomas Björkholm, sino también Jannika Björkholm aunque no aparezca en la base de datos de Goodreads.
Más allá de la anécdota del título y de la autoría - o biautoría - nos encontramos ante un manual sencillo de leer y que escalona los pasos. Aunque probablemente los días no coincidan al 100% con el planteamiento que uno pueda tener en su empresa.
Con Gráficas bastante explicativas de cómo podría ser un proceso de Kanban, aquellos que no somos desarrolladores de software y trabajamos en el desarrollo de campañas de publicidad digital nos daremos cuenta que no se puede aplicar Kanban en nuestro oficio.
Puedes leer en el siguiente enlace toda la reseña de Kanban en 30 días.
May 21, 2019
This book is exactly what the title says, which is always a good thing; however, it is a SHORT 30 days and stays in the slow lane for most of that trip.
there is not enough examples, failures, risks, etc. It is just the simple good news of how KanBan will save process improvement--the basic terms are all well defined, the simple flow is clearly outlined, the book is fine--but the lack of real world examples, and other information makes it not much more useful then simply reading the Wikipedia page.
there is not enough examples, failures, risks, etc. It is just the simple good news of how KanBan will save process improvement--the basic terms are all well defined, the simple flow is clearly outlined, the book is fine--but the lack of real world examples, and other information makes it not much more useful then simply reading the Wikipedia page.
March 28, 2020
This is quite an easy read book, with practical and applicable content. Although the content is not pure Kanban per se, there is an infusion of Scrum methods processes and approaches to the Kanban milieu. Having said that, the examples are down to earth applicable. I would have liked to have seen more implementation challenges and resolutions of these challenges. In all cases, it is an overall excellent read and work. Highly recommended
abandoned
April 26, 2020kind of managing production flow in corporate so not suitable for me this time
Displaying 1 - 7 of 7 reviews