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Produktbild: Kanban Change Leadership

Kanban Change Leadership Creating a Culture of Continuous Improvement

98,99 €

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Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

30.03.2015

Verlag

Wiley

Seitenzahl

320

Maße (L/B/H)

24/16,1/2,1 cm

Gewicht

636 g

Sprache

Englisch

ISBN

978-1-119-01970-1

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

30.03.2015

Verlag

Wiley

Seitenzahl

320

Maße (L/B/H)

24/16,1/2,1 cm

Gewicht

636 g

Sprache

Englisch

ISBN

978-1-119-01970-1

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Kanban Change Leadership

  • Appraisals x

    Foreword xii

    Preface xvi

    Part 1 Kanban 1

    1 Introduction 3

    1.1 What we Care About 4

    1.2 Who should Read this Book 6

    2 Kanban Principles and Core Practices 8

    2.1 Seeking Productivity 9

    2.2 kanban and Kanban 12

    2.3 Evolutionary Change Management 15

    2.3.1 Knowledge Work: The Problem of Invisibility 17

    2.4 Kanban Core Practices 18

    2.4.1 Making the Work Visible 18

    2.4.2 Limiting the WiP 19

    2.4.3 Managing the Flow 20

    2.4.4 Making Policies Explicit 21

    2.4.5 Implementing Feedback Mechanisms 22

    2.4.6 Carrying Out Collaborative Improvements 22

    2.5 Implementation of the Core Practices in an Organization 23

    3 Visualization 25

    3.1 First Step: Defining the Extent 26

    3.2 Second Step: Visualizing the Process 27

    3.2.1 How Are Work Items Visualized? 28

    3.2.2 Representation of Parallel Processing 30

    3.2.3 Representation of Activities Without a Fixed Sequence 32

    3.3 Determining the Work Item Types 32

    3.3.1 Visualization of Work Item Types 34

    4 WiP limits 38

    4.1 The Advantages of WiP Limits 39

    4.1.1 Making Problems Visible 41

    4.1.2 Making Bottlenecks Visible 42

    4.2 Setting WiP Limits 48

    4.2.1 Size of the Input Queue 48

    4.2.2 WiP Limits for Various Work Item Types 49

    4.2.3 Consequences of Different WiP Limits 50

    5 Classes of Service 53

    5.1 Cost of Delay and Policies 54

    5.1.1 The Class of Service "Expedited" 56

    5.1.2 The Class of Service "Fixed Delivery Date" 57

    5.1.3 The Class of Service "Standard" 59

    5.1.4 The Class of Service "Intangible" 60

    5.2 Capacities of Classes of Service 61

    5.3 SLAs 62

    6 Operation and Coordination 65

    6.1 Daily Stand?]up Meeting 66

    6.2 Queue Replenishment Meeting 67

    6.2.1 Backlog Maintenance 69

    6.3 Release Planning Meetings 69

    6.3.1 What Is a Good Delivery Cadence? 70

    6.4 Team Retrospectives 72

    6.5 Operations Reviews 72

    7 Metrics and Improvements 74

    7.1 Metrics in Kanban 75

    7.2 Cumulative Flow Diagram 77

    7.3 Measuring the Lead Time 79

    7.3.1 Throughput 80

    7.4 Rework and Blockers 82

    7.4.1 Blockers 82

    7.5 Improvements 83

    7.5.1 Theory of Constraints 84

    7.5.2 Reducing Waste 86

    7.5.3 Reducing Variability 86

    Part 2 Change and LEADERSHIP 89

    8 Forces of Change 91

    8.1 Turbulent Times 92

    8.2 Turbulent Change 95

    9 Environments and Systems 100

    9.1 Organizations Close?]up 103

    9.2 A Roadmap for Change 106

    10 Organizational and Personal Change 110

    10.1 The Iceberg of Change 112

    10.2 The Change Curve 115

    10.2.1 Fear and Resistance 116

    10.2.2 Rational Insight and Emotional Acceptance 117

    10.2.3 Applying the New Behaviors 118

    10.2.4 Learning and Integration 119

    11 Emotions in Change Processes 122

    11.1 Uncertainty Worry and Anxiety 123

    11.2 Anger and Aggression 126

    11.3 Sadness and Disappointment 128

    11.4 Enthusiasm Joy and Courage 129

    12 Corporate Culture and Politics 133

    12.1 The Power of Corporate Culture 136

    12.2 Corporate Culture and Micropolitics 139

    13 Conclusions for Kanban Change Leadership 142

    13.1 Mindfulness 143

    13.1.1 A New Paradigm for Management and Leadership 145

    13.2 Communication 148

    13.2.1 The Meaning of Joint Reflection 152

    13.2.2 The Power of Dialog 154

    13.3 Process Design 156

    Part 3 Kanban CHANGE LEADERSHIP 161

    14 From the Idea to the Initiative 163

    15 General Clarification 167

    15.1 Clarify the Method 169

    15.2 Clarify the Organizational Context 171

    16 Deeper Understanding 175

    16.1 The Personal Retrospective 176

    16.2 The Team Constellation 179

    16.3 The Change Dialog 182

    16.3.1 Empathy 185

    16.3.2 Delimitation 186

    16.3.3 Objectification 186

    16.4 The Team Conversation 188

    16.5 The Team Retrospective 191

    16.6 The Stakeholder Map 195

    16.7 The Stakeholder Interview 197

    16.8 Stakeholder Workshop 200

    16.8.1 Feedback Through the Kanban Sponsor 201

    16.8.2 Feedback from the Stakeholders 203

    16.9 Solo Dialog Coaching or Training? 205

    17 The System Design Workshop 208

    17.1 Identifying the Work Item Types 213

    17.1.1 Filling the Stakeholder Map with Work Item Types 214

    17.1.2 Criteria for Decisions Concerning Clusters 215

    17.1.3 White Noise: Background Voices 216

    17.1.4 Variation 1 217

    17.1.5 Variation 2 218

    17.2 Identifying the Processes 219

    17.2.1 Finding the Work Steps for Our Work Item Types 219

    17.2.2 Simulation and Ticket Design 222

    17.3 Determining the Wip Limits 224

    17.3.1 Step 1: Finding the Right Capacities 225

    17.3.2 Step 2: Translation into WiP Limits 227

    17.3.3 Distribution of the WiP Limits for a Support or Test Team 232

    17.4 Determining the Classes of Service 234

    17.4.1 Creating Clarity between Work Item Types and Classes of Service 235

    17.4.2 Defining the Policies 237

    17.4.3 Establishing the Capacities of the Classes of Service 238

    17.5 Defining the Measurements 241

    17.5.1 Selecting the Appropriate Measurements 243

    17.5.2 Step 1: Teamwork: Identification of Possible Measurements 243

    17.5.3 Step 2: Determining the Initial Handling 244

    17.6 Determining the Frequency of Meetings 246

    17.6.1 The Daily Stand?]Up Meeting 247

    17.6.2 Team Retrospectives 248

    17.6.3 The Queue Replenishment Meeting 249

    17.6.4 The Release Planning Meeting 251

    17.7 Concluding the System Design Workshop 252

    17.7.1 Simulation of the Entire Kanban System 252

    17.7.2 Conclusion 253

    18 Operation 256

    18.1 Moving from a Failure Culture to a Learning Culture 258

    18.1.1 Yes I Make Mistakes 260

    18.1.2 A Particular Mistake: Slack 262

    18.2 Facilitation 264

    18.3 Conflicts in Operation 269

    18.3.1 An Important Stakeholder Doesn't Stick to the Agreements 270

    18.3.2 The Team Relapses into Old Habits 271

    18.3.3 Collaboration Is Plagued by Dysfunctional Behavior 273

    18.4 Carrying the Kanban Fire Onward 275

    list of Figures 278

    references 281

    Index 287