Are self-organizing teams better or the same as self-managing teams? What about self-directing teams? Working with teams can be challenging due to change and complexity. So, the idea that we could have self-organizing teams or self-managing teams can sound valuable, scary, or both!
What do these terms mean, and where can they be confusing? Let’s dig into each one.
Scaling an agile transformation beyond a few teams requires engaging middle management. Yet a common issue arises: agile coaches sideline middle management in agile transformations and tell them to simply trust the teams. Managers are not clear about their role in the transformation or how to do their jobs.
Prioritization of work is key if you want to deliver anything. Have you ever been stuck in bumper-to-bumper traffic, inching forward at a snail’s pace? It’s frustrating, right? Now, imagine if I told you that many organizations manage their work in a way that’s just as inefficient. Sounds absurd, doesn’t it? But stick with me, and I’ll show you why this analogy isn’t as far-fetched as you might think.
“I don’t understand products vs. projects. What’s the difference?”
When I share some of my stories about working with product development teams, some people look at me as if I’m describing the impossible. They seem confused when I tell them about agile teams that didn’t have to provide story point estimates to management or normalize points across teams. What I’m talking about is so far outside of their experience, they can’t conceive of how it could work. One of the most challenging things for me to explain to people who haven’t experienced both is the difference between project- and product-based organizations.
Navigating the world of fashion sizes recently got me reflecting on three principles from agile estimates and sizing practices.
Most people and organizations want to have an impact. They don’t exert effort for no purpose; they want to accomplish something. Waste – spending time and energy on things that don’t contribute to an outcome you want to create – gets in the way of that. Wasteful activities reduce our personal and organizational effectiveness. Waste comes in many different forms, and one of the most pernicious is task switching.
The history of lean and kanban is a challenge to boil down, so inevitably, I know there are aspects that are missing here. The title says “short” because, while there is a lot of information here, it is short in terms of how more is out there! Additionally, there are often disagreements on certain aspects and points around the history, and we’ve sourced the various elements included in this outline. A key part of understanding kanban is going beyond the principles and practices, to understand what is behind it work. The history points us to a critical key.
The kanban principles we use and I mention in What is Kanban? are fairly straightforward, yet often ignored in organizations who say they are doing kanban. I want to dig into a bit more depth on each of the principles, for those are are less familiar with them (or perhaps even for some that are).
This is a common question, since Kanban can have several word uses and meanings in the agile space. The term gets thrown around a lot, making it even more confusing. In order to understand Kanban and where it comes from, let’s start with some basic definitions and the foundations. We start with the basics, because there is often confusion around what kanban is.
Simple definitions of kanban:
I hear these requests all the time. “What are the best agile metrics?”, “How can we measure an agile team?” and “I know we can’t just measure agile. . . but, what should be on an “organizational agility checklist?”
There are so many places you can go with these questions and there are even various companies selling ways to measure agile organizations and agile teams. When someone asks me about agility checklists or agile metrics, I tend to start with a few core themes of elements. I use these themes to have conversations with the people who want the measurements and the people who will be measured (before anyone starts using them).