Kanban Change Leadership : Creating a Culture of Continuous Improvement.

Intro -- Title Page -- Copyright Page -- Contents -- Appraisals -- Foreword -- Preface -- Part 1 Kanban -- Chapter 1 Introduction -- 1.1 What we Care About -- 1.2 Who should Read this Book -- Chapter 2 Kanban Principles and Core Practices -- 2.1 Seeking Productivity -- 2.2 kanban and Kanban -- 2.3 Evolutionary Change Management -- 2.3.1 Knowledge Work: The Problem of Invisibility -- 2.4 Kanban Core Practices -- 2.4.1 Making the Work Visible -- 2.4.2 Limiting the WiP -- 2.4.3 Managing the Flow -- 2.4.4 Making Policies Explicit -- 2.4.5 Implementing Feedback Mechanisms -- 2.4.6 Carrying Out Collaborative Improvements -- 2.5 Implementation of the Core Practices in an Organization -- Chapter 3 Visualization -- 3.1 First Step: Defining the Extent -- 3.2 Second Step: Visualizing the Process -- 3.2.1 How Are Work Items Visualized? -- 3.2.2 Representation of Parallel Processing -- 3.2.3 Representation of Activities Without a Fixed Sequence -- 3.3 Determining the Work Item Types -- 3.3.1 Visualization of Work Item Types -- Chapter 4 WiP Limits -- 4.1 The Advantages of WiP Limits -- 4.1.1 Making Problems Visible -- 4.1.2 Making Bottlenecks Visible -- 4.2 Setting WiP Limits -- 4.2.1 Size of the Input Queue -- 4.2.2 WiP Limits for Various Work Item Types -- 4.2.3 Consequences of Different WiP Limits -- Chapter 5 Classes of Service -- 5.1 Cost of Delay and Policies -- 5.1.1 The Class of Service "Expedited" -- 5.1.2 The Class of Service "Fixed Delivery Date" -- 5.1.3 The Class of Service "Standard" -- 5.1.4 The Class of Service "Intangible" -- 5.2 Capacities of Classes of Service -- 5.3 SLAs -- Chapter 6 Operation and Coordination -- 6.1 Daily Stand-up Meeting -- 6.2 Queue Replenishment Meeting -- 6.2.1 Backlog Maintenance -- 6.3 Release Planning Meetings -- 6.3.1 What Is a Good Delivery Cadence? -- 6.4 Team Retrospectives -- 6.5 Operations Reviews.

Chapter 7 Metrics and Improvements -- 7.1 Metrics in Kanban -- 7.2 Cumulative Flow Diagram -- 7.3 Measuring the Lead Time -- 7.3.1 Throughput -- 7.4 Rework and Blockers -- 7.4.1 Blockers -- 7.5 Improvements -- 7.5.1 Theory of Constraints -- 7.5.2 Reducing Waste -- 7.5.3 Reducing Variability -- Part 2 Change and Leadership -- Chapter 8 Forces of Change -- 8.1 Turbulent Times -- 8.2 Turbulent Change -- Chapter 9 Environments and Systems -- 9.1 Organizations Close-up -- 9.2 A Roadmap for Change -- Chapter 10 Organizational and Personal Change -- 10.1 The Iceberg of Change -- 10.2 The Change Curve -- 10.2.1 Fear and Resistance -- 10.2.2 Rational Insight and Emotional Acceptance -- 10.2.3 Applying the New Behaviors -- 10.2.4 Learning and Integration -- Chapter 11 Emotions in Change Processes -- 11.1 Uncertainty, Worry, and Anxiety -- 11.2 Anger and Aggression -- 11.3 Sadness and Disappointment -- 11.4 Enthusiasm, Joy, and Courage -- Chapter 12 Corporate Culture and Politics -- 12.1 The Power of Corporate Culture -- 12.2 Corporate Culture and Micropolitics -- Chapter 13 Conclusions for Kanban Change Leadership -- 13.1 Mindfulness -- 13.1.1 A New Paradigm for Management and Leadership -- 13.2 Communication -- 13.2.1 The Meaning of Joint Reflection -- 13.2.2 The Power of Dialog -- 13.3 Process Design -- Part 3 Kanban Change Leadership -- Chapter 14 From the Idea to the Initiative -- Chapter 15 General Clarification -- 15.1 Clarify the Method -- 15.2 Clarify the Organizational Context -- Chapter 16 Deeper Understanding -- 16.1 The Personal Retrospective -- 16.2 The Team Constellation -- 16.3 The Change Dialog -- 16.3.1 Empathy -- 16.3.2 Delimitation -- 16.3.3 Objectification -- 16.4 The Team Conversation -- 16.5 The Team Retrospective -- 16.6 The Stakeholder Map -- 16.7 The Stakeholder Interview -- 16.8 Stakeholder Workshop.

16.8.1 Feedback Through the Kanban Sponsor -- 16.8.2 Feedback from the Stakeholders -- 16.9 Solo, Dialog, Coaching, or Training? -- Chapter 17 The System Design Workshop -- 17.1 Identifying the Work Item Types -- 17.1.1 Filling the Stakeholder Map with Work Item Types -- 17.1.2 Criteria for Decisions Concerning Clusters -- 17.1.3 White Noise: Background Voices -- 17.1.4 Variation 1 -- 17.1.5 Variation 2 -- 17.2 Identifying the Processes -- 17.2.1 Finding the Work Steps for Our Work Item Types -- 17.2.2 Simulation and Ticket Design -- 17.3 Determining the Wip Limits -- 17.3.1 Step 1: Finding the Right Capacities -- 17.3.2 Step 2: Translation into WiP Limits -- 17.3.3 Distribution of the WiP Limits for a Support or Test Team -- 17.4 Determining the Classes of Service -- 17.4.1 Creating Clarity between Work Item Types and Classes of Service -- 17.4.2 Defining the Policies -- 17.4.3 Establishing the Capacities of the Classes of Service -- 17.5 Defining the Measurements -- 17.5.1 Selecting the Appropriate Measurements -- 17.5.2 Step 1: Teamwork: Identification of Possible Measurements -- 17.5.3 Step 2: Determining the Initial Handling -- 17.6 Determining the Frequency of Meetings -- 17.6.1 The Daily Stand-Up Meeting -- 17.6.2 Team Retrospectives -- 17.6.3 The Queue Replenishment Meeting -- 17.6.4 The Release Planning Meeting -- 17.7 Concluding the System Design Workshop -- 17.7.1 Simulation of the Entire Kanban System -- 17.7.2 Conclusion -- Chapter 18 Operation -- 18.1 Moving from a Failure Culture to a Learning Culture -- 18.1.1 Yes, I Make Mistakes -- 18.1.2 A Particular Mistake: Slack -- 18.2 Facilitation -- 18.3 Conflicts in Operation -- 18.3.1 An Important Stakeholder Doesn't Stick to the Agreements -- 18.3.2 The Team Relapses into Old Habits -- 18.3.3 Collaboration Is Plagued by Dysfunctional Behavior -- 18.4 Carrying the Kanban Fire Onward.

List of Figures -- References -- Index -- EULA.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.