Kanban in 30 Days, Tomas Bjorkholm
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Tomas Bjorkholm

Kanban in 30 Days

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172 printed pages
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Kanban is a simple and elegant Agile framework that helps to control and improve development processes. Originating in traditional 20th century manufacturing in Japan, Kanban has a renewed relevance today, being a crucial methodology in the world of software development. This book explores the key features of Kanban, and demonstrates how to put it into practice through exercises that will help you make the most of this unique approach to managing collaboration and production.
Designed as a 30 day action plan, this book will help you understand and implement Kanban – and start seeing results – in a month. Analyze your current situation and define your goals and wider strategic aims, and begin developing a plan to help you and your team confidently work towards achieving them. Involve your team to drive cultural change, learn how to prioritize and organize tasks and projects to efficiently use your time and resources.
Create your own value stream map to better understand your processes and identify improvement areas, and adapt and use the features tips and examples to overcome challenges you may face when implementing Kanban.
Pick up this book and experience the full results of this vital Agile methodology – fast.
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Артём Прытков
Артём Прытковshared an impression3 months ago
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Yulia Irkova
Yulia Irkovashared an impression3 years ago
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Артём Прытков
Артём Прытковhas quoted3 months ago
We'd just like to add that there is something strange about communication. When it works, no one thinks it's needed, but when you find out that it doesn't work, it's too late.
Oleksandr Suprunets
Oleksandr Suprunetshas quoted6 months ago
The four foundational principles of Kanban
The Kanban method is described by the following foundational principles:
Start with what you do now
Agree to pursue evolutionary change
Initially, respect current roles, responsibilities, and job titles
Encourage acts of leadership at all levels
Marie Halkjær Kragelund
Marie Halkjær Kragelundhas quotedlast year
I guess they had found out that if the number of people exceeded this number then the crowd would make people walk on the grass to pass each other and the park would be destroyed. David, who was working at Microsoft at the time, saw similar problems with software development. When people took on too much work in parallel it caused problems like bad quality and late deliveries.
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