"Whats New in Kanban: The State of Kanbanland", Silicon Valley Agile Leadership Network, March 2014

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Published on March 14, 2014

Author: AgileCampSV

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Silicon Valley Agile Leadership Network presents Janice Linden-Reed of David J Anderson & Associates/ Lean Kanban University to speak on the current thoughts and ideas on Kanban. Presented on March 2014

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Presenter Janice Linden-Reed VP, David J Anderson and Associates Inc. Silicon Valley ALN Mountain View, CA March 2014 What’s New with Kanban? The State of KanbanLand

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Hello! @JLINDENREED JANICE@LEANKANBAN.COM • Janice Linden-Reed Seattle, WA

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. • Management Consulting • Private and Public LKU Certified Kanban Training • Including: • Kanban Coaching Professional Masterclass • LKU Train the Trainer www.DJAA.com

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. • Spanish • Portuguese • German • French • Chinese • Japanese • Bulgarian • Polish

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Limited WIP Society 1000+ members LimitedWipSociety.org

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Moving the conversation away from process improvement and towards management and decision frameworks conf.leankanban.com edu.leankanban.com leankanban.com

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. • Curriculum based on the Kanban Method • Classes • Introductory (1 day) • Foundations (2 day: Getting Started) • Advanced Practitioner (2 day: Practicing Kanban at Scale) • Kanban Coaching Professional Masterclass (3-5 day) • LKU Train the Trainer (5 day) Edu.LeanKanban.com

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. LKU Accredited Kanban Trainers

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. WHAT IS KANBAN? KANBAN MYTHS

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Myths • Frank Vega, KCP Denver, CO

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban is not • …a board on the wall • … “no iterations” • … “no estimation” • …only for Ops teams • …only for software/IT • …a methodology

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban is not a methodology! • SCRUM vs KANBAN? (Scrumban?) • XP vs KANBAN? (Xanpan?) • WATERFALL vs KANBAN? • “vs”, “instead of”, “replace”, “choose” KANBANIZE it!

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. WHAT IS KANBAN? THE KANBAN METHOD

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. • Principles • Start with what you do now • Agree to pursue evolutionary change • Initially keep job titles and roles the same • Encourage acts of leadership at all levels David J Anderson The Kanban Method

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Power in Simplicity • Practices • Visualize • Limit WIP • Manage Flow • Make Process Policies Explicit • Implement Feedback Loops • Improve collaboratively and evolve experimentally using models and the scientific method The Kanban Method

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. WHY USE KANBAN? KANBAN VALUES

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Values • Mike Burrows, AKT • Matlock Bath, UK

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Values

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Values

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Values

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. ARE YOU REALLY DOING KANBAN? DEPTH OF KANBAN

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Depth of Kanban 1. Visualize 2. Limit Work-in-Progress 3. Manage Flow 4. Make Process Policies Explicit 5. Improve Collaboratively (using models & scientific method) Depth Shallow Deep

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. But wait…

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Depth of Kanban

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Depth of Kanban

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Depth of Kanban

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Depth of Kanban • Bernadette Dario, KCP Toronto, Canada

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Depth of Kanban

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. THE CULTURE OF KANBAN EVOLUTIONARY CHANGE

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban for Evolutionary Change • Kanban is the humane, start with what you do now approach to change. • “The Kanban Method is an evolutionary approach to building learning organizations.” – Mike Burrows

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban for Evolutionary Change • “Kanban delivers evolutionary change, by the workers, for the benefit of the whole system.” • “Kanban is about installing an adaptive capability in your organization, about taking a management led approach to cultural change. Every knowledge worker is a manager.” – David J Anderson

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. FEEDBACK LOOPS AND EVOLUTIONARY CHANGE KANBAN KATA

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. • Håkan Forss, AKT Stockholm, Sweden

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Kata

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Kata

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Kata

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Kata

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Kata

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Kata

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Kata

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc.

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. WHY AND HOW TO USE KANBAN? KANBAN AGENDAS

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Agendas • Kanban does have its biases. • As Kanban coaches we should be more willing to embrace those biases and be more transparent about them. • Mike Burrows, AKT Matlock Bath, UK

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Agendas 1) Sustainability • Kanban adoption at the level of individuals and teams, often motivated by the need for relief from unsustainable practices and workloads. • Achieving balance of demand and capability. Limiting work in progress • Interest: Individual contributors TRANSPARENCY BALANCECOLLABORATION

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Agendas 2) Service Orientation • Improve service delivery by taking variability out of the process and improving predictability and lead times. • Customers value delivery time, quality, predictability and safety. Is your organization fit for purpose? • Interest: middle managers FLOW LEADERSHIPCUSTOMER FOCUS

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Agendas 3) Survivability • The Kanban Method's feedback loops and model-driven improvement provide an adaptive capability. Hence, together the adaptive capability and the fitness evaluation give a business the capability to survive and thrive even in the presence of a rapidly changing external environment. • Evolutionary approach; successful change management • Interest: executives AGREEMENT RESPECTUNDERSTANDING

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. KANBAN IN CONTEXT KANBAN FLIGHT LEVELS

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Flight Levels • Klaus Leopold, AKT Vienna, Austria “Before you start with Kanban it is important to decide where you want to embed it in the overall organizational context. Introducing Kanban on each flight level requires different change management skills. “

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Flight Levels • Organizational unit, uncoordinated input

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Flight Levels • Organizational unit, coordinated input

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Flight Levels • Value stream: Providing a service in a coordinated way

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Flight Levels • “The performance of a system is not the sum of its parts but the product of its interactions” – Russell Ackoff

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban Flight Levels • Portfolio

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. WHY USE KANBAN? BALANCE DEMAND & CAPABILITY

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Economically balance capability against demand Goals for using Kanban

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Available options

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Risk Management is an Enabling Capability…

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Most process geeks & IT managers are operating over here

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban is encouraging collaborative conversations with other stakeholders to open up options for improvement over here

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Example: Shape the Demand

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Case Study: an HR team • Vacation request • Payroll Management • New employee setup (computer/accounts) • Recruitment/Interviews • Performance reviews • Employee training • Benefits administration • Which is seasonal? • What is the cadence? • What is the delivery expectation? • What policies can you set up? • How can you group the work?

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Case Study: an HR team • Vacation request • Payroll Management • New employee setup (computer/accounts) • Recruitment/Interviews • Performance reviews • Employee training • Benefits administration FIXED DATE STANDARD INTANGIBLE EXPEDITE

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Cost of Delay What happens if you DON’T do the work? Informs: …Class of Service… …Allocation… …Policy…

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. The psychology of a probabilistic approach can be challenging… ChangeRequests 85% at 60 days Mean 50 days 98% at 150 days I don’t want to take the risk of being longer than 60 days. I need a precise estimate of when it will be delivered!

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Classes of Service Help Improve Trust Done F E I Engin- eering Ready Deploy- ment Ready G D GY PB MN 2 ∞ P1 AB Ongoing Development Testing Done Verification Acceptance 3 3 Expedite 1 3 Fixed Date Standard Intangible 2 1 DE

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. IMPROVING DELIVERY CAPABILITY: FLOW EFFICIENCY

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Available options

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Test Ready Flow Efficiency F E I G D GY PB DE MN P1 AB Customer Lead Time Waiting Waiting WaitingWorking Ideas Dev Ready 5 Ongoing Development Testing Done 3 35 UAT Release Ready ∞ ∞ Working WaitingWorking

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Test Ready Flow Efficiency F E I G D GY PB DE MN P1 AB Customer Lead Time Waiting Waiting WaitingWorking * Zsolt Fabok, Lean Agile Scotland, Sep 2012, Lean Kanban France, Oct 2012 ** Hakan Forss, Lean Kanban France, Oct 2013 Ideas Dev Ready 5 Ongoing Development Testing Done 3 35 UAT Release Ready ∞ ∞ Flow efficiency measures the percentage of total lead time is spent actually adding value (or knowledge) versus waiting Flow efficiency % = Work Time x 100% Lead Time Flow efficiencies of 1-5% are commonly reported. *, ** > 40% is good! Multitasking means time spent in working columns is often waiting time Working WaitingWorking

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Available options Capacity Allocation Policies WIP Limits, Flow, Flow Efficiency, Focus on sources of delay

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. SHAPE THE DEMAND PORTFOLIO KANBAN

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Portfolio Kanban “If the wrong decisions are made on a portfolio level, efficiency on a team level doesn’t really help. What’s more, it can even be harmful because we just produce waste more efficiently. “ • Pawel Brodzinski, KCP Krakow, Poland

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Portfolio Kanban

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. A Proposed Projects B D E F K H G Projects-in-progress Horizontal position shows percentage complete Complete 0% Complete 100% C Simple Portfolio Kanban J I M N O L Tickets represent Projects, MVPs or MMFs

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. A Cash Cows 10% budget Growth Markets 60% budget Innovative/New 30% budget Allocation of personnel Total = 100% B D E F K H G Projects-in-progress Horizontal position shows percentage complete Complete 0% Complete 100% C Color may indicate cost of delay (or other risk) Hedging Risk in a Portfolio Kanban Size of ticket indicates budget

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. KANBAN AT SCALE

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban at Scale AMDOCS - Israel WSIB - Canada PINGAN - China PETROBRAS – Brazil SANDVIK IT - Sweden SIEMANS Health Svcs - USA

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Treat each service separately Demand Observed Capability Demand Demand Observed Capability Observed Capability

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Some systems have dependencies on others Demand Observed Capability Demand Demand Observed Capability Observed Capability

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Some systems have dependencies on others Demand Observed Capability Demand Demand Observed Capability Observed Capability Looking downstream, you want the system to help you anticipate and manage dependencies Looking upstream, you want the system to help you anticipate and manage demand Combine the two, and across the organization you smooth flow end-to-end and help keep demand in balance with overall system capability

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban at Scale • Christophe Achouiantz, KCP • Borlange, Sweden Introducing Kanban to 50+ teams at Sandvik IT

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban at Scale • Christophe Achouiantz, KCP • Borlange, Sweden

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Kanban at Scale

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. COMPATIBLE MANAGEMENT METHODS

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Probabilistic Forecasting

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Beyond Budgeting Measure success against competition, targeting external benchmarks, not against internal budget Delegate responsibility to operational managers with means to act independently Customer-oriented teams are responsible for satisfied and profitable customers

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Real Options Options have value. Options expire. Never commit early unless you know why.

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Making Better Decisions in the Face of Complexity & Uncertainty S A N F R A N C I S C O May 5-8, 2014 LKNA.LeanKanban.com#lkna14 @LeanKanbanNA Kanban Lean Startup Beyond Budgeting Managing Risk Lean Applied Evolving Product Management

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Lean Kanban North America 2014 May 5-8 4 KEYNOTES 6 TRACKS 24 INTERACTIVE WORKSHOPS BRICKELL KEY AWARDS ASK A KCP GAMES LOUNGE Kanban Beyond Budgeting Lean Startup Lean Applied Managing Risk Evolving Product Management Plus: Real Options Kanban and CMMI Innovation Accounting…

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Making Better Decisions in the Face of Complexity & Uncertainty S A N F R A N C I S C O May 5-8, 2014 LKNA.LeanKanban.com#lkna14 @LeanKanbanNA Kanban Lean Startup Beyond Budgeting Managing Risk Lean Applied Evolving Product Management

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Resources • Kanban Myths • http://www.vissinc.com/2013/11/12/kanban-method-myths-and- misconceptions/ • Depth of Kanban • http://www.djaa.com/sites/ltdwip/DepthOfKanban.pdf • Kanban Values • http://positiveincline.com/index.php/2013/01/introducing-kanban-through-its- values/ • Kanban Agendas • http://www.infoq.com/author/Mike-Burrows • Kanban Kata • https://vimeo.com/53406169 • Kanban Flight Levels • http://www.klausleopold.com/2013/07/kanban-and-its-flight-levels.html • Portfolio Kanban • http://brodzinski.com/2013/03/portfolio-kanban-why-should-i-care.html • Flow Efficiency • http://djaa.com/who-your-vice-president-delay

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Resources • Lean Kanban North America 2014 • http://lkna.leankanban.com • Lean Kanban Conference Series • http://conf.leankanban.com/calendar • Kanban Community • http://limitedwipsociety.ning.com/ • Certified Kanban Training Courses • http://edu.leankanban.com • Kanban: Successful Evolutionary Change for your Technology Business • http://www.djaa.com • Kanban Kickstart Field Guide • http://leanagileprojects.blogspot.com/2013/04/the-kanban-kick-start-field-guide- now.html

janice@leankanban.com @jlindenreed Silicon Valley Agile Leadership Network 2014, Copyright Lean Kanban Inc. Resources • Kanban Case Studies • http://www.leankanban.com/case-studies • http://www.infoq.com/articles/kanban-siemens-health-services • http://www.infoq.com/articles/kanban-Sandvik-IT-1 • http://www.infoq.com/news/2013/12/flow-thinking-Ericsson • http://www.infoq.com/news/2013/12/applying-kanban-SAP • Kanban Reports • Using Kanban to Manage Big Data Development • https://www.gartner.com/doc/2116015/use-kanban-manage-big-data • Lean Software Management at BBC Worldwide • http://ieeexplore.ieee.org/xpl/login.jsp?tp=&arnumber=5741001

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