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#lkbe11 by Mind Map: #lkbe11
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Bart Oste's summary of the #lkbe11 event in Antwerp on 3-4/10/11

Is It Time to Rethink Deming? Don Reinertsen

statistic control == outcome between upper and lower control limits (3 x sigma)

Deming's funnel

The funnel experiment is a visual representation of a process. It shows that a process in control delivers the best results if left alone. The funnel experiment shows the adverse effects of tampering with a process through the four setting rules.

Economical view

If it's cheaper to fix a problem, fix it! no matter if it had a common or exceptional cause

WIP limit in kanban: M/M/1/K queue

prevent the system to go hit the boundaries

Cult of prevention

minimizing the cost of failure is always a local optimization: better find and fix problems than preventing them to happen

John Boyd

OODA loop, Observation: the collection of data by means of the senses, Orientation: the analysis and synthesis of data to form one's current mental perspective, Decision: the determination of a course of action based on one's current mental perspective, Action: the physical playing-out of decisions

timing is important: speed in feedbackloops

Statistics are important, so should be learned better!

Using the Mutual Learning Model to achieve Double Loop Learning Benjamin Mitchell

learning: detection and correction of errors

errors: diff between expected result and actual result

double loop learning:

Mindset, action, match, mismatch

ladder of inference

Level demand, balance workload and manage schedule risk with Classes of Service Mike Burrows

A3 / Aligment approach

types of projects

fixed date

normal projects

long term improvements

embrace diversity: individual approach for each project

Management is dead. How Kanban can help transitioning into leadership? Alexis Nicolas Bruno Chassagne

“Management is doing things right; leadership is doing the right things.”

Use slack to continuous learning

self management

take the right decisions

create teamspirit

Lean-Kanban Is About People Alan Shalloway

it's not people <-> process

catch22: thrust needed to get things done, getting things done creates thrust

design patterns

which part of the airplane actually flies

we need to look at the complete system, not individual parts

If you put people in a good position, they will do good

change management

small changes (continuous improvements) -> no problem, KANBAN!

big changes -> fight or flight

Next time you are in a situation where you have no control?

see if you can make it worse!

this means that you still have control

It's the system, Stupid! John Seddon

a lean approach to portfolio management Thomas Lissajoux

7 principles



deliver sooner

decide later

remove waste


see the whole picture

investement themes

epics, user stories

empower stakeholders to see the whole!

no power games on projects

no 'my project pisses further'

use bubble diagrams to show Strategy, CoD, TCO,...

Story mapping: the new backlog

need to investigate further

fast feedback on epic level

indicators can help

interesting books

Managing to Learn: Using the A3 management process by John Shook

Waltzing With Bears: Managing Risk on Software Projects by Tom Demarco, Timothy Lister

Best practices and experiences for using Lean/Kanban to scale to the Enterprise level Yuval Yeret

classes of services

fixed date work



Proof of Concept

Normal project


classes of treatment

how clean should it be

how route it through the system

if the process is still the same after x months: innovation stopped!

you're stealing a salary from the company

Lean Adaptive Management - Achieving complex business goals with end-to-end flow, tailored project management and organizational maturity Patrick Steyaert

Kanban - when is it not appropriate? David Anderson

The Science of Kanban Karl Scotland