The simplicity of Kanban is both a good and not a really good thing. It’s a good thing because it’s easy to get started with Kanban without any special preparation. It’s not such a good thing because there’s a lot more to Kanban that it might seem at the first glance, so the initial enthusiasm quickly fades away. If you really want to know the real benefits of Kanban, keep reading.
For decades, the ultimate measure of the project success was the magic triple constraint: time, cost and scope. Project managers used to apply a consistent and repeatable methodology and compliance to achieve on-time and on-budget project delivery.
After witnessing how agile coaching helped their tech teams work more efficiently Human resources department in Raiffeisenbank Croatia wanted to try and introduce agile principles to their team to improve collaboration and efficiency.
Last week we had an opportunity to host our friend Andrea Tomasini and discuss ORGANIC agility. One of the key things Andrea mentioned is that an organization should behave differently depending on the maturity of the market in which it operates. On the left-hand side of the hump, the organization is in the “sell-to-make” mode – it first has to sell the product (the idea!) to the customers in order to come in the position to actually produce it! On the right-hand side of the hump, the organization is in the “make-to-sell” mode – the product is known, there is nothing new to discover, the organization needs to build the product as efficiently as possible and sell it with the best margin it can get.
Recognizing dysfunction in the team is a tough task, and the identification of painful points does not mean anything if you fail to set them right.
Check out the short report for Agile meetup held in Osijek last Friday.
Production of digital public services is a controversial and complex area, intersected by different interests, expectations and rules.