Patterns: Explore These

Good practices that are well tried and found repeatedly successful, but have more contextual variability.

Expect to apply customisation to most of these.

A Hierarchy of Management Engagement

To be capable of effectively directing work and leading improvement, management need to have a reality based deep understanding of how value is created and what impediments exist. Often, management will talk about the importance of having engagement from their staff....

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The Work of Management

Management is Non-Value-Add activity. Why do we fund it? To create, sustain and improve a Run Time Environment for Value Add activity. Traditional management is seen as the work of co-ordinating or directing others in a system to achieve best outcome against defined...

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Quick Tip: Coaches Hold Back!

As a Lean/Agile coach, I want my team members to take turns running all the key ceremonies; Standup, CFD, Retrospective, Planning Poker and so on. It works better that way. It’s like my mother always told us kids: Family Hold Back to let the guests go first.

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Frequent Repetition: The Key to Learning Improvement

Lean Improvement is a complex skill, requiring new instincts and new behaviours. Effectively learning how to do it takes regular frequent exercise. Walking is a remarkably tough thing to do. Think about it — you're essentially pushing yourself off balance and falling...

read more
Page 3 of 3123

A Hierarchy of Management Engagement

To be capable of effectively directing work and leading improvement, management need to have a reality based deep understanding of how value is created and what impediments exist. Often, management will talk about the importance of having engagement from their staff....

read more

The Work of Management

Management is Non-Value-Add activity. Why do we fund it? To create, sustain and improve a Run Time Environment for Value Add activity. Traditional management is seen as the work of co-ordinating or directing others in a system to achieve best outcome against defined...

read more

Quick Tip: Coaches Hold Back!

As a Lean/Agile coach, I want my team members to take turns running all the key ceremonies; Standup, CFD, Retrospective, Planning Poker and so on. It works better that way. It’s like my mother always told us kids: Family Hold Back to let the guests go first.

read more

Frequent Repetition: The Key to Learning Improvement

Lean Improvement is a complex skill, requiring new instincts and new behaviours. Effectively learning how to do it takes regular frequent exercise. Walking is a remarkably tough thing to do. Think about it — you're essentially pushing yourself off balance and falling...

read more
Page 3 of 3123

A Hierarchy of Management Engagement

To be capable of effectively directing work and leading improvement, management need to have a reality based deep understanding of how value is created and what impediments exist. Often, management will talk about the importance of having engagement from their staff....

read more

The Work of Management

Management is Non-Value-Add activity. Why do we fund it? To create, sustain and improve a Run Time Environment for Value Add activity. Traditional management is seen as the work of co-ordinating or directing others in a system to achieve best outcome against defined...

read more

Quick Tip: Coaches Hold Back!

As a Lean/Agile coach, I want my team members to take turns running all the key ceremonies; Standup, CFD, Retrospective, Planning Poker and so on. It works better that way. It’s like my mother always told us kids: Family Hold Back to let the guests go first.

read more

Frequent Repetition: The Key to Learning Improvement

Lean Improvement is a complex skill, requiring new instincts and new behaviours. Effectively learning how to do it takes regular frequent exercise. Walking is a remarkably tough thing to do. Think about it — you're essentially pushing yourself off balance and falling...

read more
Page 3 of 3123