Monday, June 11, 2012

LKSE12 conference presentations

Here's some joy for those of you who missed the Lean Kanban Southern Europe all together or couldn't see all the presentations you wanted to because they took place at the same time.
This link takes you to all the recorded presentations.
http://lkse12.leanssc.org/media.htm

Monday, January 23, 2012

Kanban for customer portfolio management

My business focuses on lean-agile coaching, consulting and training, not on software development services, and I successfully use Kanban to manage my customer portfolio.

It is untrue that Kanban is only good for software change management work. Many people new to Kanban have this misconception mainly for two reasons. One is because Kanban started in a change management team at Microsoft. The other one is because David J Anderson declared that Kanban is a method for change management in the organization and that statement can be misinterpreted. What David meant with that is Kanban helps you bring positive change to your organization. Although the original Kanban description is around software it is actually context free. There is a very popular book entitled Personal Kanban by Jim Benson that I invite you to consult.

Getting back to the main subject of this blog. I have been using Kanban for years to manage customer-facing and business-facing activities. The customer facing activities Kanban board has one swim lane per customer for easy visualization of the activities with each customer and to avoid making mistakes on which customer a given activity is for.  Each customer has its own backlog, which we make visual as the first column on the board. The other columns are Ready, Execute (doing/done), Customer verification, and Completed columns. The WIPs for each customer are different and in agreement with the customer needs and my resources. The figure shows the electronic board we use. We actually have several boards, one for each country. Advantages of the electronic board are not only the fact that they make remote communication easier but also that it allows us to resort the lanes, which we do as a means to indicate level of priority and activity. That is, a lane (a customer) bubbles up if the activity and priority increases and bubbles down if the activity decreases. That way if we will not be doing any work with a customer for a while its lane is "out of the way" and is still easily available to reuse at a moment's notice. We also count with a swim lane called "other" and we use this for general work that has to do with potential customers when relationship hasn't matured yet to the point of earning a dedicated lane.


Our classes of service are
  • Business task
  • Business appointment
  • Business partner / associate task
  • Fixed delivery date
  • Immediate
Intangible tasks are business-facing and are, therefore, on a separate board.

Cheers,
Masa K Maeda

Thursday, January 19, 2012

Swift Kanban free for non-for-profits

Nice move from Digité, the company behind Swift Kanban. It offers free licensing to non-for-profit organizations and also recently added integration with Jira from Attlasian.
To read the full article click here

Thursday, January 5, 2012

Saturday, December 24, 2011

Lean Value Innovation in a little tiny nutshell

Whoa, it is almost the end of the year and it has been a long time since I posted anything on my blog. I know it is no excuse, but I actually spent most of the last half a year outside the US and that made it very difficult for me to pay attention to the blog as much of my time was focused on delivering value to my customers.

There is, however, one very important announcement I want to make. Shojiki Solutions is changing its name to Valueinnova LLC (www.valueinnova.com) effective January 1, 2012. This is actually good news, because the company has been moving forward and now that I have been maturing Lean Value Innovation it makes perfect sense to align the company to what set us apart from the competition.

In a nutshell, Lean Value Innovation is a framework indicating that in order to effectively increase value delivery to customers as well as to our organization it is necessary to take care of for aspects:
  • To improve the way we think and see things through systems thinking. This includes the system of profound knowledge, lean thinking, agile thinking, and creativity.
  • To improve our environment both in the physical sense and the collaborative sense.
  • To adopt methods and tools that facilitate innovation.
  • To fully embrace the notion that the human factor is the most important aspect to consider if you want our organization to be successful.
 I am spending these days writing a book on the subject and hope to get it ready soon.

Cheers and happy holidays to everybody.