This is the second article about Kanban Metrics. The first article was about the Cumulative Flow Diagram, used to measure the throughput time for items in your backlog. The time it takes to go from “In Progress” to “Done” and then projected over a period of time.
But what are the ways you can use a Control Chart?
The end of the year is nearby, time for some New Year’s resolutions! As I experienced a lot of stress within the role of Scrum Product Owner, and as I know you’re busy, I’m going to help you get started…
Here are 20 New Year’s resolutions to get you started:
Wether you do a lessons learned, retrospective or kaizen event, the actions from there should be executed as soon as possible by the team. But sometimes problems that arise from these events are beyond the team's circle of influence.
If you have read the article of Annelies de Meyere about detailed metrics are not always the answer, you must think why this article? Well some metrics are good!!! It’s the best way to see how you're doing with your team. But as described in the article of Annelies over-metric is bad, it’s not a weapon to use against your team or one member. It’s not a weapon for your KPI’s. In this way you’re doing something wrong.
An element that is very present in almost all organisations I know are the metrics that are embedded from beginning to end. To be able to start a project, you need metrics that foresee the future. Owkay. During the actual execution of the project you need to send out status metrics, which is usually a guessing game. And once the project is finished, your starting metrics are compared with the actual ones, to create new metrics. We have a tendency to measure anything and everything, and stop asking us why we do these measurements.
Whenever we do a kick-off of a new team, we also help them start their journey together by defining their team goal, vision and/or values. This visualisation of the team goal helps the team grow mutual understanding and speed up their team bonding process. Making a visual representation of this goal gives an easy aid to reminding team members of the elements they had all agreed upon.
When I am requested by a client to start coaching a team, I always start with some one on one conversations with each team member. The first conversation will usually be a bit difficult, and not go into what you would really like to know about this person. These first conversations tend to be about fear for the unknown, and a lot of thirst to have detailes cleared out that usually aren't clear yet. By the second conversation people usually are more at ease, the situation gets less uncomfortable.
The internet is full of little lists about what motivates us, which are usually a mix of intrinsic an extrinsic motivation. But how can you find out which intrinsic motivational element is important for your team members? And do these motivators stay the same throughout someone's career, or under the influence of a major change in your company?
One of the tools we often use to get to that understanding is the technique Moving Motivators from the Management 3.0 toolkit. It starts from the 10 intrinsic work related motivators: