David J. Anderson Knihy

The Missing Link in the Evolution of Kanban -- From Its Roots in Agile David J. Anderson developed the Kanban Method over years spent managing and coaching Agile development teams, at companies such as Sprint and Microsoft, by integrating Lean thinking with Agile principles and practices. This compendium of anecdotes and epiphanies shares this journey on the road to Kanban, now a popular method for improving predictability while managing change and risk in organizations worldwide. Topics include: -Why people resist change -The role of the manager in Agile development -Flow and variability -Timeboxes and delivery cadence -Estimation and metrics

Teams around the world are adding kanban around their existing processes to deliver greater business agility. This book answers the questions: What is the Kanban Method? Why would I want to use Kanban? How do I go about implementing Kanban?

Most of what we know about emotions is unreliable. It's gathered either by asking people about their feelings, or by putting them in an MRI and studying how they react to pretend situations, to which they are unlikely to respond as they would in real life. If we're ever going to understand how emotions work, we need a better way of studying them. In The Nature of the Beast, pioneering neuroscientist David J. Anderson reveals how he has begun to solve this problem. He and his team have figured out how to study the brain activity of animals as they navigate real-life scenarios, like foraging, fleeing a predator, or competing for a mate. His research has revolutionized what we know about animal fear and aggression. Here, he explains what his research can teach us about human behavior, offering new insights into why isolation makes us more aggressive, how sex and violence connect, and whether there's a link between aggression and mental illness. Part How Emotions Are Made, part Mama's Last Hug, The Nature of the Beast reconceptualizes how the brain regulates emotions--and explains why we have them at all.

The Kanban Maturity Model (KMM) is a powerful tool for coaches and consultants guiding medium and large enterprises in transformation and improvement through the Kanban Method. Authored by David J. Anderson and Teodora Bozheva, this model outlines seven levels of organizational maturity aligned with six general Kanban practices, ensuring effective application and adoption. KMM offers a roadmap and specific actions to enhance fitness-for-purpose and business agility. It targets consultants, coaches, change agents, and managers leading enterprises in improving operations and service delivery. The model aims to eliminate common pitfalls in Kanban adoption, such as overreaching and false summits, providing advisors with insights to foster improvement without regressing performance. Key topics include the seven maturity levels, benefits of KMM, and its architecture, along with 132 specific practices that align with the Kanban Method. These practices, shaped by over a decade of implementations across diverse industries, support sustainable change and a culture of continuous improvement. Additionally, KMM features a variety of kanban board designs for visualizing workflows, risks, and services, alongside metrics for effective workflow management. It integrates with existing models like Lean/TPS and CMMI, maps cultural values to maturity levels, and includes coaching tips for successful practice implementation. Ultimately, KMM helps

Kanban ist eine Change-Management-Methode, die in IT-Organisationen schrittweise Veränderungen mit hoher Akzeptanz ermöglicht. Durch Visualisierung und Limitierung parallel bearbeiteter Aufgaben werden Probleme schnell sichtbar und können gezielt angegangen werden. Die wachsende Zahl von Kanban-Teams weltweit zeigt, dass nicht nur bestehende Prozesse verbessert werden, sondern auch eine Firmenkultur entsteht, die Vertrauen und Respekt fördert. David J. Anderson erläutert, wie er Kanban 2004 bei Microsoft entwickelte und welche globalen Erfahrungen er seither gesammelt hat. Das Buch behandelt die Grundlagen von Kanban, wie Pull-Systeme, WIP-Limits, Kanban-Boards und Kaizen, sowie fortgeschrittene Konzepte wie zweistufige Kanban-Boards und den Umgang mit Engpässen. Ergänzt wird es durch einen Erfahrungsbericht von Markus Andrezak, der beschreibt, wie die mobile. international GmbH ihr Portfoliomanagement mit Kanban organisiert. Karl Scotland hebt hervor, dass Andersons Arbeit mit Kanban-Systemen seine Sichtweise auf Softwareentwicklung revolutioniert hat. Don Reinertsen empfiehlt das Buch als spannende und wichtige Lektüre, die einen einzigartigen Einblick in fortgeschrittene Ideen bietet.