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Beyond Agile Gratitude #2 - Lean Thinking and the Kanban Method

Leading Answers

Now that my Beyond Agile book has been published, I would like to thank people who helped shape its content and ideas. David Anderson has done much to popularize and explain lean and the Theory of Constraints thinking. Agile teams often use kanban boards to visualize their work.

Lean 78
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5 Agile Methodologies for Project Managers that are not Scrum Framework

Project Pulse Journal

By: Hajime Estanislao, PMP, CSM The quest for methodologies that offer efficiency and agility has never been rockier. Agile methodologies stand at the forefront of this quest, providing the blueprint for rapid, responsive, and customer-centric project execution. Agile methodologies offer a path to mastering these challenges.

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Agile: Past, Present, & Future. A Conversation with Agile Trainer, Rubin Jen.

International Institute for Learning

Rubin obtained his Certified ScrumMaster (CSM) designation in 2007 and has been teaching Agile and Scrum to enterprise organizations since 2014. Rubin is currently assisting a major financial company in Toronto as an Agile Coach. Rubin is the principal of Beyond Execution, a project management/Agile training and consulting firm.

Agile 59
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What is IT Service Management?

The IIL Blog

ITIL v2 followed this in 2001, ITIL v3 in 2007, and ITIL 4 in 2019. LEAN processes emerged in 1991, with the Agile Manifesto launched by a group of software engineers in 2001. As ITSM evolved, so did the ways of delivering Information Technology services. Service Integration and Management, aka SIAM, was developed in 2005.

2001 78
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The Illusion of Velocity

Scrum.org

TL; DR: The Illusion of Velocity In this article, I explore the pitfalls of ‘The Illusion of Velocity’ in agile contexts, peeling back the layers of traditional metrics as leadership tools. Contrastingly, agile practices, born from the need to accomplish work in uncertain and complex environments, emphasize adaptability and responsiveness.

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Velocity Illusionen ??

Scrum.org

Im Gegensatz dazu betonen agile Praktiken, die aus der Notwendigkeit entstanden sind, Arbeit in ungewissen und komplexen Umgebungen zu erledigen, die Anpassungsfähigkeit und Reaktionsfähigkeit. Agile Umgebungen erfordern eine fließendere Struktur, in der Veränderungen schnell und nahtlos umgesetzt werden können. J., & Boone, M.

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Deciphering Goals

Scrum.org

Mary Boone and Dave Snowden, 2007, A Leader’s Framework for Decision Making, Harvard Business Review Press. Agile is often misunderstood: ‘We have no clue, let’s start and see where it takes us’. This statement is often used as an excuse for agile. This understanding of agile is just wrong. Opaque measure of progress .

2007 217