Agile & Lean
In today’s fast-paced and competitive world, our organizations must be quicker and adaptive to survive. Lean and Agile are both techniques that provide a focus on the tasks at hand and a continuous refinement and improvement of our organization’s capabilities. We seek to streamline, remove waste, and undertake actions that will continuously bring the organization to peak performance without sacrifice.
The right-hand side, you will see a number of links to other parts of the website associated with Agile and Lean. The upper menu provides a link to articles, podcasts, and videos along with a link to training aids and games. The lower menu contains links to tools and discussion boards where you can pose and answer questions and comment.
There are times when the best solution for the project strategy is agile. Agile strips away many of the processes relying instead upon the ability and talent of the team to discover, overcome or circumvent the obstacles presented. Predominantly used for software, though not exclusively, agile can be a quick way to respond to the unknowns in the product development effort. This area contains, product backlog, sprint backlog, estimating techniques, burn down charts, and retrospective. This area also contains a significant level of learning organization discipline.
Lean consists of a set of principles and techniques often associated with efficient and cost effective manufacturing. These tools and techniques are designed to eliminate waste in whatever form it may take, from scrap or reworked material to idle time and material flow and inventory. The approach is that of continuous and incremental improvement.
- Complex Program Management with Scrum
- Why Scrum? A Short Answer
- IT Using Scrum for Project Management
- PD&D Thesis: Using Scrum for Project Management
- DevOps – 7 Causes of Continuous Delirium
- Of course Psychological…But How?
- Lean and Projects
- Kanban vs Scrum — Every Difference Your Team Needs To Know 
- 15 Plus Must Have Project Management Books
- An Overview of Scrum
What makes sense in Scrum Projects, Joe Dager and Jon M. Quigley
Guardrails, Reciprocal Agreements, Essays and Discussions
Gemba Walk, Agile Development, No Right Way
SPaMCAST 479 – Mentor or Coach, TameFlow Chapter 21a, Employee Engagement
SPaMCAST 483 – Measuring The Value of Agile, TameFlow Chapter 21, Agile Culture
SPaMCAST 585 – Most Agile Transformations Ignore Technical Skills, A Conversation with Susan Parente and Jon M Quigley
SPaMCAST 495 – Done, Waste and Innovation; Kanban to the Kanban Power
SPaMCAST 575 – Messing Up Agile Hybrids, Deming and Book Club, Essays and Discussions
SPaMCAST 477 – Silence: A Powerful Tool, Muddling Through, Monolithic Monolith
SPaMCAST 552 – Fit For Value, Saying No, Essays and Discussions
SPaMCAST 686 – Pitchforks and Torches, Work in 2022, A Panel
SPaMCAST 694 – The Team Lead Role In Agile, Time, Essays and Conversations
SPaMCAST 711 – Why Re-read Saturday, Team Leaders In Scrum, Essays and Conversations
SPaMCAST 731 – Giving Thanks, Flow, Essays and Conversations
A3 Template with Instructions
Reducing Process Costs – Value Transformation Book
What is a Negative Margin Launch
Building a Cause and Effect Diagram
Using Pareto Charts
Contact Value Transformation about Agile and Lean
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