Delivery Management focuses on the mechanics of project delivery as well as applying agile management principles beyond projects to programs, portfolios, and broader organizational contexts. It covers core agile concepts such as servant leadership, adaptive planning, frequent feedback for learning, and a focus on value-driven versus plan-driven delivery. Here you will compare and contrast agile management with traditional management approaches, and learn how to apply these concepts in your teams and organizations.
Target Audience
Primary audience: Existing and new Delivery Managers; traditional Project Managers making the transition to agile environments; senior managers new to agile and adaptive management styles; agile team members interested in taking on servant leadership roles; mid-level managers in agile organizations ready to apply their agile management skills to broader contexts; those managing agile delivery at scale across programs and portfolios.
Relevant roles: Project Managers, ScrumMasters, Business Analysts, Product Managers, Agile Coaches, Program Managers, and team members interested in Agile Project Management.
Methods and Concepts
Related Resources
Show Summaries
An introduction to the basics of the Kanban System.
Kanban is a visual system for managing work as it moves through a process. It enables a shared understanding of the issues and progress of current work and the next immediate task priorities. In this resource the authors explore all the basics of Kanban, including its principles, practices, background and usage in lean-agile environments. Complete with videos and clear images, it is highly recommended for novices and experts alike.
Describing various Agile design principles and practices in-depth.
Describes Agile Design principles and practices in-depth, including refactoring, restructuring, clean-code, simple code, technical debt, incremental design, design principles, design patterns, emrgenet design, domain-driven design, evolutionary architecture.
An update to the rules of the game in it's 20th year anniversary.
Ever since the first version of the Scrum Guide was released in 2010 with the goal to help people understand Scrum globally, it has been continually updated with new rules and uses to coincide with the ever-evolving complex world. Check the newly updated 2020 version of the Scrum Guide with more details and definitions of the rules of the game.
Explaining what Agile really means in daily practice.
The definitions of Agile in the context of software development vary, but few focus on what it means in daily practice. In this to-the-point article, Barry Overeem shares his favorite definitions of Agile, the 7 principles of Continuous Innovation and an example video from the video by the Nordstrom Innovation Lab that put's it all into practice. It will help you grasp the concept of Agile Software Development better.
Transforming the part of the value stream that corresponds to the development of options, order management or product discovery into elements ready for delivery.
Upstream Kanban helps companies model the process of transforming options into elements ready for delivery. Basically, it is all the activities done to fix inconsistencies in the Upstream and enhance business agility to deliver the expected product or service quickly to the customers. However, most companies find it difficult to implement it fully because they lack basic information and decision frameworks to be able to do that quickly and effectively. This article details information about what is an Upstream Kanban, how it can help companies, and how to implement it.
How Kanban can help you get a handle on your volume of work by unhiding it and improving your flow.
Is your team under constant pressure to meet delivery dates and increase efficiency? Brendan Wovchko explains how using Kanban gives you the visibility you need to streamline your IT operations. You'll learn how to: 1) Prioritize work more effectively; 2) Manage stakeholder expectations; 3) Use Lean metrics to remove waste. Only when you’re dealing with the true state of your work can you identify ways to accelerate your delivery.
A very short and simple kanban intro, showing the changes of state as time progresses.
Is your company still trying to understand and implement Kanban? check this short, simple, and clear Kanban introduction by Henrik Kniberg. In a comic style, the designer displays briefly the events that take place in a Kanban environment. From selecting the two most important things in the backlog list to the development team, to releasing the features by the deployment team.
The steady routine of actions - centred around continuous improvement - that reduce complexity, promotes predictability and controls risk.
Sjoerd Nijland explores the four formal Scrum events listed in the Scrum guide that evolve around inspection and adaptation. They include Sprint planning, Daily Scrum, Sprint Review, and Sprint Retrospective. He explains that Scrum events are collaborative sessions that create regularity, and are time-boxed with a maximum duration, among other characteristics. We can learn more from the article about these events, like the core values they bring to a scrum team.
Learn about Kanban, a visual method for managing workflow. If your work follows the pattern of “To Do,” “Doing,” and “Done,” it can be managed with Kanban.
Often misunderstood, having a “done” increment of product at the end of every sprint drives continuous improvement.
Differentiating between continuous (kaizen) and radical (kaikaku) improvement.
The Kanban Method helps teams maximize productivity by creating a flow from request to delivery of value. Jurgen Appelo argues that Kanban's ability to handle continuous, evolutionary, and incremental improvement (kaizen) may prevent from being a great choice for discontinuous, revolutionary, and radical improvement (kaikaku). The best tools are always great in context, and he shares his reasoning and alternative solutions.
Dr. Mik Kersten reviews Gene Kim's latest book The Unicorn Project, drawing parrallels between The Five Ideals & The Flow Framework™.
The article explains the birth of the Five Ideals that underpin the Unicorn Project and lay the foundation for the flow metrics. Dr. Mik Kersten together with Gene the author of the Unicorn Project book review and scribble down ideas for the ideals that the main character (Chris) was seeking on her leadership and transformation journey. Get more insights through this review about the Unicorn Project and the empirical significance of the five ideals.
The books cover all eight areas of the Scrum Master competency model.
This handy list of books is categorized by each of the eight areas of the Scrum Master competency model developed by the Agile Coaching Institute. Whether you have questions regarding the practice, coaching, facilitating, teaching, mentoring, or mastering either technical, transformation or business settings - this list from Illia Pavlichenko will provide you with key resources to get started with.
A catchup with Kent Beck, the creator of Extreme Programming, the pioneer of xUnit and author of numerous books including "Extreme Programming Explained" and "Test Driven Development".
Explaining the very first instance of SCRUM, and its mission to deliver as much quality software as possible within a series of short time boxes called Sprints.
As delicate a balance in Scrum as it is in our democratic institutions.
Iterations and Increments
Instead of spending months creating a perfect change plan (which is already obsolete by the time it is released), we start with a small prioritization phase to identify the biggest risk to our transformation and create an intervention designed to validate a single or set of strategic assumptions though experimentation. Every couple weeks the customer gets something of great value (working software), but it's also a great way to track progress (measuring the rate at which the team can turn user stories into production ready working software).
Related Resources
Explaining the difference between increments and iterations and their implications for agile delivery.
Incremental and iterative development are not the same thing. Here is an explanation of the key difference and why agile is both, using Jeff Patton's famous example of the Mona Lisa and Karl Scotland's concept of fidelity.
A description of empiricism, how it is used and why it is so critical when practicing Scrum.
Professional Scrum Trainer Mark Noneman describes empiricism, how it is used and why it is so critical when practicing Scrum. He notes that Empiricism is an essential and critical way by which we can emerge the best-fit solutions for complex problems, as it helps us to quickly inspect and adapt to the actual environment and be transparent about our organizational goals. Let's view the clip to learn more from the Scrum master about empiricism and its key role in Scrum.
Have The Conversation. Do The Thing. Review. Go Home.
John Cuttlefish proposes a one-day sprint to teams failing at their sprints saying that he tried it with the single-batch flow after a chat on long sprints with a friend and the results were successful. Through the chat, the friend suggests shortening a sprint down to a day if necessary could be a solution. He further details how it can be done as John asks questions noting that the process only entails, showing up for the sprint, having the conversation, collaborating on what to deliver together with the team, and reviewing the work by the end of the day. Open the article to get a deeper insight into what is a one-day sprint and how it can be implemented.
The pros and cons of shorter and longer Sprints, and how to discover what works best for your team.
A very descriptive agile text focusing on the pros and cons of short scrum sprints and long sprints to help teams decide on which would work best. We learn that a Scrum Sprint is a fixed period of time for the Team to focus and develop a product with quality high enough that they could release it to the customer. A “good” Sprint Length, then, has to be long enough to produce results, but short enough to limit risk. The article also notes that short sprints help reveal problems and impediments faster while longer sprints are vulnerable to risks due to the high chances of unpredictability. Let's read to explore the merits and demerits of these two and narrow down why shorter sprints are more effective.
The three primary mechanisms for implementing flow that increase throughput and accelerate value delivery.
A descriptive text of the 3 primary keys to achieving continuous flow for increased throughput and high-value delivery. We learn roles that visualizing and limiting the work in process (WIP), reducing the batch sizes of the work items, and managing queue lengths play to eliminate the obstacles that hinder seamless flow in an organization. Read to know more about the advantages of these principles and the reason lean organizations leverage them for real-time flow to turn new system features quickly from concept to cash.
The benefits of deploying small batches as seen through the experience of multiple large-scale organizations.
Learn how to use the Scrum cycle to create a product with the right features and the right user experience (UX).
Scrum is a simple framework based on the idea of inspect and adapt: Create a product increment, show it to the stakeholders, and use the feedback to see if the right product is developed. This post describes what Roman Pichler regards as the essence of Scrum: a cyclic three-step process. It shows how the three steps help create a product with the right features and the right user experience (UX).
The sprint backlog is a list of tasks that must be completed during a Scrum sprint.
The Sprint Backlog is a list of tasks to complete during a delivery, created from selected items of the product backlog. In this video/article description of Scrum Tools, Mike Cohn details how teams may tweak the sprint backlog as sprints move forward, some do-and-don'ts, and the usages of the burn-down chart. This resource is part of a 19-part Scrum Foundations video series available on the Mountain Goat site.
Why and how our development teams sustain a deliberate, weekly release cadence and use a train metaphor to drive planning.
Working in a fact-based, experience-based, and evidence-based manner.
In this minimalistic article, Hiren Doshi shares his view of the three pillars of empiricism: Adaptation, Inspection, and Transparency. As the author points out, Scrum works not because of its structure or practices, but by adhering to the underlying principles of iterative, value-based incremental delivery by frequently gathering customer feedback and embracing change.
The Sprint length is of major influence to a team’s agility, with shorter Sprints having less risk that the definition of what is being built may change.
How to determine the perfect sprint duration for every project phase.
Scheduling
To purpose of scheduling is to minimize the production time and costs while meeting customer's due dates for delivery.
Related Resources
Managers ask it. Developers hate it. Know why that is and what you should be asking instead.
How should you handle employees working on complex projects in an organization as a manager? Perhaps you intend to know "'when the project will be done" but it's a bit unpredictable for the employees to define when they will be done. Blake Norrish in this text explains how to approach such scenarios to estimate the deadline of unpredictable projects like Software projects. He notes that instead of asking when the job will be done, rather ask "WHAT IS LEFT TO DO?"
Exploring the relationship between the need for "idle time" and increasing productive capacity in Kanban.
The word Slack is often poised with a negative connotation that it creates more idle time for employees while they could be utilizing the spare time for productive tasks in the company. This article subverts that claim suggesting that its crucial for exercutives to do away with that negative mindset against Slack. It explains that rather than staying idle, employees have more time to reflect on innovations and improvements keeping the company's products and services stable and innovative. Learn more in the article about Slack and how to leverage its spare time for more valuable things in the company.
Combining Kanban, Flow and Cadence (KFC) to migrate from a timebox-based to a pipeline-based approach of software development.
Making waste visible in the development process with a visual representation to engage your team into making clear improvements.
Process Optimization
Identify the value stream and reduce waste by 1) streamlining the work process to avoid unnecessary gates, process steps, procedures, or bureaucracy; 2) organize the workplace and data to minimize time needed to find information and perform development activities; and 3) standardizing work by establishing a common way of doing things – a standard process, document templates, checklists, etc.
Related Resources
Making the case to stop starting and start finishing, analyzing the negative effects of context switching.
In this brilliant visualization, Henrik Kniberg shows the effects of context switching and how even a perfect multitasker will deliver results two to three times slower than someone that does not switches projects back and forth.
Demonstrating how keeping people busy does not necessarily result in higher throughput, and how it mostly depends on flow.
An excellent and brief visual demonstration of the impact of flow on throughput. As Henrik Kniberg puts it, "when you focus on keeping people busy, what you get is a bunch of busy people". By focusing on throughput, this short lesson shows the difference between push and pull, and how much work is actually completed by using various methods.
Optimizing value and creating transparency between team and stakeholders over the product increment.
Are you interested to know more about the Sprint Review and the value that it drives to an organization? Sprint Reviews are informal meetings held consecutively to discuss about the product increment with the intent of obtaining feedback and fostering collaboration between the Scrum Team and the stakeholders. However, who should be available in the Sprint Review, when should it be held, how should it be prepared, and how long should it take? Sjoerd Nijland provides the answers to these questions and more with deeper explanations.
Strategies for dramatically improving flow using Theory of Constraints, by applying 3 different strategies to the bottleneck.
In this mind-blowing demonstration you will see three different ways to handle the flow of water out of a glass bottle. During the experiment, Arrie van Niekerk, one of the leading TOC Experts, shows the strategies for dramatically improving flow using Theory of Constraints. By comparing the different flows and understanding the natural movements that are created, you will understand the potential improvements that can be unlocked if the right strategy is applied at the bottleneck.
A deeper understanding on an opportunity for the team to develop transparency and inspect and adapt.
Sjoerd Nijland provides in-depth information about Sprint Retrospectives noting that their main purpose is to encourage improvements within the Scrum framework. They give the Scrum team the opportunity to identify improvements to be made based on the previous Sprint, inspect these upgrades, then adapt to implement them during the next Sprint. But, how often should you hold the Sprint Retrospective, how long should it take, and who are the right people to attend this meeting? Let's find out these and more here.
7 Strategies For Jumping Over The Compliance Hurdle
Compliance regulations exist for a good reason. They protect the customers and investors from unvalidated risks, and increase trust in potential customers. Regulations in industries are often seen as roadblocks to innovation, and Erwin De beuckelaer shares 7 practical strategies that demonstrate that compliance is more an aid than a hurdle for your innovation projects. In his view, not every risk is worth taking but some risks can be calculated.
Understand how systems with queues behave in the R&D domain.
Queuing theory is specially relevant in large scale environments since traditional batches of work have a non-linear impact on cycle time. Understand how systems with queues behave in the R&D domain, and apply those insights to managing queue sizes, work-in-progress limits, multitasking, work packages, and variability.
Audit requirements and strict compliance processes can be handled with the right Agile method.
When faced with audit requirements and compliance, companies can dismiss Agile - and its focus on working software over comprehensive documentation. The author has found it more meaningful to focus on the types of regulation and reporting teams are facing - they are either descriptive or prescriptive. Agile, he has found, can create more empowered teams who embrace both types, optimize their work while meeting all regulatory requirements.
What a commitment to experimenting continuously (in order to find better, faster ways of working) can find.
Tracking and Monitoring
Evaluate how well you are achieving your goals, improving performance, taking actions. Put processes in place to help you establish standards, so you can measure, compare, and make decisions.
Related Resources
Exploring what can happen when teams get fixated on “velocity” metric, and lessons to avoid this anti-pattern.
Going beyond information about status of work, and spotting issues the team may be facing - all with a quick glance.
Cumulative Flow Diagrams can be extracted automagically from many issue-tracking tools, and this simple graph can shed a light on a plethora of information about the team and its work style. From a single diagram, Pawel Brodzinski shows how we can identify common patterns and deduce what the team can be struggling with. A master class on team tracking - make sure to read the comments for more insights.
Defining when the Product Increment is considered “Done”, what to look for and the typical patterns used to measure it.
Sjoerd Nijland talks abt the product increment and the definition of done citing that most teams deliver products in one shot and consider them done but the Agile author argues that this only ends up in getting something that is barely good enough but not perfect. He also adds that a done product is that which we keep on improving to perfection through learning and adapting. If your goal is to learn about the characteristics of a 'done' product backlog and increment plus the definition of DONE and its key benefits to Agile teams, this article is a must-read.
Avoiding the trap of eroding sprint goals so there will be motivation to take corrective actions to prevent future failures.
Anshul Kapoor uses the analogy of a frog and boiling water to pass fundamental lessons Agile teams can learn to avoid sprint goal failures. He notes that like a frog in slightly warm water, Agile teams get comfortable with a few sprint goal failures, and the more the situation persists the teams' failure tolerance levels increases putting the organization into the trap of eroding goals. The same case happens to the frog if you continue heating the water. It tolerates the temperatures and boils along with it. Let's read this interesting article for more insights into how Agile teams relate to a frog in warm water, and what we can do to deal with the trap of eroding goals.
Individual performance metrics may destroy morale and kill teamwork, if used wrongly, but their absence hurts even more.
Project founder and programmer Yegor Bugeyenko, criticizes the modern way of management claiming that programmers have way too much power over projects than managers exempting them from individual performance metrics and that should not be the case. Moreover, they believe that putting a metric on them is a bad practice as it might have negative effects on the team and the organization at large. However, according to Yegor and other Agile experts, individual performance metrics seem to have a positive and contagious effect on all the other members of the team when used correctly. Read the article for more information on why we need good performance metrics in organizations and how to choose them.
Turn raw kanban data into actionable flow metrics.
A different take on a related post by Daniel Vacanti, where he shares how to collect data, and to calculate cycle time and throughput, this article focuses on how to turn data into meaningful flow metrics by calculating the cycle time using start and finish times of work items. The calculation helps with prediction of completion time, and measuring the overall performance of your process.
How do you turn your data into meaningful flow metrics
Part of a series of posts from Daniel Vacanti, where he shares how to collect data, and to calculate cycle time and throughput, this article focuses on how to turn data into meaningful flow metrics by calculating the cycle time using start and finish times of work items. The calculation helps with prediction of completion time, and measuring the overall performance of your process.
Considering the multiple benefits you gain from having a Definition of Done.
The reasons for having a Definition of Done (DoD) may vary from team to team, and each person might find a different reason compelling. And others might also have the wrong meaning of the Definition of Done. Learn the true meaning of the Definition of Done and five fundamental reasons for having it during an organizations' development process.
Knowing when you are “Done” frames the work to be undertaken.
In Scrum each iteration - or Sprint - should yield a valuable product increment of release quality. Ian Mitchell advises that an understanding of what makes an increment truly releasable - and therefore genuinely “Done” - provides transparency over the work a Development Team plans to do, and the tasks it brings into progress. Work nearly done puts the team in technical debt, which must be repaid at compounding rates of interest.
Performance Management
Performance management can focus on the performance of an organization, a department, an employee, or the processes in place to manage particular tasks. Performance management standards are generally organized and disseminated by senior leadership at an organization and by task owners, it can include specifying tasks and outcomes of a job, providing timely feedback and coaching, comparing employee's actual performance and behaviors with desired performance and behaviors, instituting rewards, etc. It is necessary to outline the role of each individual in the organization in terms of functions and responsibilities to ensure that performance management is successful.
Related Resources
Why most progress reports reflect effort instead of progress, the resulting effect it has in our industry, and what to do about it.
Gojko Adzic explains why most products end up not doing well when their value is measured as the effort invested. He clearly points out that measuring the story points delivered by a product is a delusional way to determine its value. Rather organizations should track progress to measure its value and picture metrics like adding features as "the effort invested" in the product.
Get to know the most valuable Lean metrics, analytics charts and diagrams to improve your workflow efficiency.
One of the conundrums that exist within the working environment is how to effectively measure the success rate of your workflow and improve it. Kanban metrics are necessary for understanding how a team is performing and where they need to improve. The article explains several essential kanban reporting metrics that give you hard data on the productivity, efficiency, and reliability of your production process.
How to effectively measure your agile transformation journey.
Output-based metrics, such as team velocity, is what most companies use to measure effectiveness - often overlooking the entire delivery system. Andy Cleff shares meaningful and healthy ways to gain insights into the business outcomes, outlining reasons to measure, its purpose, and anti-patterns.
Teams that only look at improvements within their own team are bound to be less effective than they can be.
An insightful text explaining why a team should not only focus on indoor improvements after a retrospective but also check on making improvements on the organizational level. It notes that If you only improve things that are within the team then you miss out on many opportunities to improve. And most things that impede the team from having effective and enjoyable Sprints are caused by issues outside of the team. Read the text to understand why Scrum masters should align to make changes together across their team borders.
Tracking and analyzing sound Lean and Agile metrics can improve transparency across a team and help identify ways to improve the way your team is working.
Production Systems
A production system comprises both the technological elements (machines and tools) and organizational behavior (division of labor and information flow). An individual production system is usually analyzed in the literature referring to a single business, therefore it's usually improper to include in a given production system the operations necessary to process goods that are obtained by purchasing or the operations carried by the customer on the sold products, the reason being simply that since businesses need to design their own production systems this then becomes the focus of analysis, modeling and decision making (also called "configuring" a production system).
Related Resources
Ensure that each Solution increment meets appropriate quality standards.
Built-in quality is a principle of the Agile Manifesto, a core principle of the Lean-Agile Mindset, and one of SAFe's core values. It helps avoid the cost of delays (CoDs) associated with recalls, rework, and fixing defects, and enables an enterprise to deliver new functionality with the shortest sustainable lead time. In this article SAFe dives into the five dimensions of built-in quality: flow and quality in architecture, code, system, and release systems.
Learn about the simple and elegant formula known as Little’s Law and apply it to a vast range of business management and team leadership scenarios.
Businesses have applied Little's law across their models to calculate the capacity of their systems. However, what is really Little's law? This article widely explains Little's Law, why it's important for businesses, and how it relates and differs from other "throughput" measuring concepts like Kenban strategies and Cycle Time.
The complete and definitive guide to Scrum, describing the rules of the game by the originators - Ken Schwaber and Jeff Sutherland.
The Scrum Guide contains the definition of Scrum, including roles, events, artifacts, and the rules that bind them together. Scrum is a lightweight framework that helps people, teams and organizations generate value through adaptive solutions for complex problems.
Organizing & Planning Work
Management involves choosing appropriate goals and actions to pursue and then determining what strategies to use, what actions to take, and deciding what resources are needed to achieve the goals. This is followed by establishing worker relationships and processes to achieve the organizational goals.
Related Resources
The Daily Scrum serves to create transparency over the progress towards the Sprint Goal and provides the development team an opportunity to inspect and adapt.
Daily Scrums help Developments teams to self-organize and better their chances towards achieving the sprint goal. A Scrum Master or the team's leader facilitates these daily events making sure the meeting is a success and the team is aligned on their plan for the next 24hours. However, how does a Daily Scrum differ from a Daily Standup, what's its main purpose, and how should it be done? Sjoerd Nijland explains these questions and details much more about the Daily Scrum in this article.
A look at 6 different types of Scrum Masters and how shared or dedicated they are with their teams.
The role of the Scrum Master can vary greatly depending on the context and the needs of the team. Consequently, there are various SM variations which adapt to specific situations. Andreea Gheorghiu shares her views on the pros and cons of each variation, and makes recommendations. Having someone look over the processes of a team and help it evolve is necessary, but it is equally necessary to maximize each SM's chance of success.
Understanding the ramifications of the decisions we make with respect to what is fixed, what is firm, and what is flexible about scope, schedule and resources.
When we work on projects with fixed dates, scopes, and resources, we run the risk of burning out our teams and compromising quality. Use the tradeoff matrix to agree with your stakeholders as to what you’ll do when things - almost inevitably - don’t go exactly as planned.
By putting these assumptions in place, discussions about prioritization become more focused on the work and how to make the best use of our scares capacity.
An Agile coach reflects, formulates and then re-iterates three basic assumptions as to why agile teams prioritize as they do: 1) People give it their best in every project; 2) there is always more work to do than people have the capacity to do; and 3) people do not initially know what works best unless they try. They are not new or novel but Marcus Hammarberg has found that re-iterating them before starting discussions about prioritization makes the conversation more focused on the work and how to make the best use of our scarce capacity.
Story point represent the effort involved to deliver a product backlog item.
Story points are about time, since they exist in order to predict how much functionality can be delivered by what date. Time is what our bosses, clients and customers care about. In this article Mike Cohn examines how risk, uncertainty and complexity are factors that may influence the effort involved.
The mechanics of a Sprint, and how team members collaborate to produce an increment.
As the title indicates, in this article Ian Mitchell goes step-by-step at the mechanics of a Sprint - starting with the preparation, the first items to be delivered, and the day-to-day work to be done. The play-by-play goes all the way to the retrospective, looking at how team members are expected to collaborate through out the development process.
Invoking the immutability rule to disallow the gradual introduction of Scrum is nonsensical.
Eliminate Waste
The seven wastes come from the principle of Lean Manufacturing, an idea with its origins in Japanese industry at the beginning of the 20th century. That may seem a long way from the software industry of today, but the lessons are just as applicable to modern software development. By eliminating the seven wastes from your process, you’ll soon find your delivery times improve.
Related Resources
Improving flow by limiting the team's work in progress.
Limiting WIP (Work In Progress) is the counter-intuitive notion that it is more productive to have individuals sit at the bench than initiate tasks over the imposed team limit. It feels unnatural to teams at first, so Stephen Franklin draws from experience to explain the common obstacles you’ll face when setting WIP limits, and tips for overcoming them.
Improving flow by limiting the team's work in progress.
Limiting WIP (Work In Progress) is the counter-intuitive notion that it is more productive to have individuals sit at the bench than initiate tasks over the imposed team limit. It feels unnatural to teams at first, so Stephen Franklin draws from experience to explain the common obstacles you’ll face when setting WIP limits, and tips for overcoming them.
Supply Chain Management (SCM)
Supply Chain Management involves the movement and storage of raw materials, of work-in-process inventory, and of finished goods as well as end to end order fulfillment from point of origin to point of consumption. Interconnected, interrelated or interlinked networks, channels and node businesses combine in the provision of products and services required by end customers in a supply chain.
Related Resources
Understanding the mathematics of queuing theory.
Managers who do not understand Little's Law often panic when they see long cycle times and perform the exact opposite intervention they should: they initiate more work. Their reasoning is that if things are taking too long, new items should be started as soon as possible in order to finish the bulk on time. But they ignore work-in-progress at their own peril, as Little's Law shows that the greater the quantity of work, the longer they take to finish on average.
Workforce Management
Workforce management includes all the activities needed to maintain a productive workforce, such as field service management, human resource management, performance and training management, data collection, recruiting, budgeting, forecasting, scheduling and analytics. It is directly responsible for producing and retaining the most talented employees available in the job market.
Quality Management
Quality management ensures that an organization, product or service is consistent. It has four main components: quality planning, quality assurance, quality control and quality improvement. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality. What a customer wants and is willing to pay for it determines quality. It is a written or unwritten commitment to a known or unknown consumer in the market. Thus, quality can be defined as fitness for intended use or, in other words, how well the product performs its intended function.
Facility Management
Facilities management is a professional management discipline focused on the efficient and effective delivery of support services for the organizations that it serves. Its objective is to coordinate demand and supply of every tangible asset that supports an organization, including real estate property, buildings, technical infrastructure, (HVAC), lighting, transportation, IT-services, furniture, custodial, grounds maintenance and other user-specific equipment and appliances.
FM covers these two main areas: 'Space and Infrastructure' (such as planning, design, workplace, construction, lease, occupancy, maintenance and furniture) and 'People and Organization' (such as catering, cleaning, ICT, HR, accounting, marketing, hospitality). The first refers to the physical built environment with focus on (work-) space and (building-) infrastructure. The second covers the people and the organization and is related to work psychology and occupational physiology.