Time Management Matrix (7 habits, and now Personal Kanban)

From plural sight on Kanban. Also reference http://www.personalkanban.com/pk/

Time Management Matrix (important/urgent matrix General Eisenhower, Stephen Covey, Personal Kanban)

  • Important Urgent – SC refers to these as mission critical. Personal Kanban as emergencies that should be considered in retrospective review
  • Important but not urgent – SC refers to these as quality quadrant – Personal Kanban as Quadrant of Kaizen
  • Urgent but not important – SC quadrant of deception – personal Kanban as Social Investment
  • Not urgent and not important – SC waste – Personal Kanban as organic quadrant. It’s your life! may have real value – also relax, restore, recharge
Advertisements

Kanban – including Little’s Law

From pluralsight video and link here http://leanandkanban.wordpress.com/

Interesting link between manufacturing and IT. I have been aware of the ideas of Little’s Law for some years in manufacturing, although would not have known it’s name:
“The average time in the system is equal to the average time in queue plus the average time it takes to receive service” which leads to, two ways to reduce cycle time. Same/same manufacturing:

  1. Increase Throughput
    • normally requires investment or hire of additional resources
  2. Reduce WIP
    • simply a policy decision

Little’s Law L = ƛW

L = Length of Queue
ƛ = Arrival rate
Q = Average Wait Time

Wait Time = Lenght of Queue / Arrival Rate
Cycle Time = WIP / Throughput

http://leanandkanban.wordpress.com/2009/04/18/lead-time-vs-cycle-time/

Lead time clock starts when the request is made and ends at delivery. Cycle time clock starts when work begins on the request and ends when the item is ready for delivery. Cycle time is a more mechanical measure of process capability. Lead time is what the customer sees.
Lead time depends on cycle time, but also depends on your willingness to keep a backlog, the customer’s patience, and the customer’s readiness for delivery.
Another way to think about it is: cycle time measures the completion rate, lead time measures the arrival rate. A producer has limited strategies to influence lead time. One is pricing (managing the arrival rate), another is managing cycle time (completing work faster/slower than the arrival rate).
Corey Ladas

The pluralsight kanban video then goes onto to talk about value stream Ready, Doing, Done limiting WIP in Ready. Other options of columns

Electronic Tools (just list from pluralsight not used any):

  1. AgileZen
  2. Trello
  3. LeanKit Kanban
  4. TargetProcess

Books

Kanban by David Anderson

How do I .. help by giving user feedback

 

Activities which help include:

  1. Regular email communication: Even if no problems, then report all going well.
  2. How to describe where you are:
    1. Ideally with a picture
    2. Otherwise describe program being used > form being used >
  3. How to describe your issue:
    1. Name the reference being activated
    2. Was it working before
  4. Self-rescue
    1. Has other work on the same form worked today
    2. Are there other problems – network – power
    3. Have you got the latest version of the program
    4. Does it work with only some of the data – you may be able to deduce the particular data which the program is not handling

Project Triangle

Triangle where each side represents a constraint
Time – Cost – Scope
Changing anyone of these is likely to have an effect on the other two
“Scope creep”
Quality could be represented somewhere. I have seen it in the middle of the triangle

Scrum and Project Management

Requirements – Change Request

TQD as a triangle with an area – generally speaking if one increases then one of the others needs to compensate so that the area stays the same