Top-down, control based hierarchies discourage individual initiative, lead to slower reaction times, and divert energy to “managing up” or what is called politics. These politics will optimize your organization to CYA (Cover Your Ass), loss of productivity, and an aversion of risk, resulting in a standstill culture.
This blog is different from many others as the author is not really the author at all. We do not see value in telling a customer story by ourselves and as such we let them do it for us, let them explain why LeSS, what challenges and what succesthey see being about 1 year into the adoption.
This leads to a lot of misunderstandings in organisations that are considering one of the Agile flavors as a new way of working, especially when they are used to document a lot. Quite often we need to start explaining that Agile does not mean "no documentation" but that we will handle it differently. And that's exactly what this article is all about:
We get a lot of questions on measuring “productivity” within organisations in relation to Agile or Lean adoptions and today was no different than any other, the big productivity questions came in our direction again. This was the trigger for me to write down some things related to productivity measurements which I find valuable to share. First of all we need to distinguish between “Leading” and “Lagging” indicators on measurements about productivity.
Now I also promised you a second option of using a range of numbers instead of one number. This is something we use in a typical kanban implementation. I’ll explain how we would go about it. In kanban we would start by collecting historical data. Using this data we can discover several types of work that have significantly different cycle times, time to complete a work item. We do this by plotting out the amount of time it took for every single work item we finished.
IBBT is an independent research institute founded by the Flemish government to stimulate ICT innovation. The IBBT team offers companies and organizations active support in research and development. It brings together businesses, authorities, and non-profit organisations on research projects. Both technical and non-technical issues are addressed within each of these projects. In an ever-changing world, where products and services need to change and adapt at an ever faster pace, companies need an adapted business model to bring products and services to the market.
First time I taught about Value Stream Mapping was back in 2008 internally, beginning 2009 publicly. First time I tried it was somewhere in 2006 if I am not mistaken. In the mean time I have used it a lot more in a lot of different scenario’s, unfortunaly not ever having a complete value chain in the picture but then again… enough to see the benefits of making things explicit for the people involved.