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About Jim Benson
My career path has taken me through government agencies, Fortune 10 corporations, and start-ups. Through them all my passion remained consistent - applying new technologies to work groups - in each case asking how they can be leveraged to collaborate and cooperate more effectively. I love ideas, creation, and building opportunities. I love working with teams who are passionate about the future. I love pushing boundaries. I love inclusion. My goal with all technologies is to increase beneficial contact between people and reduce the bureaucratic noise which so often tends to increase costs and destroy creativity.
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Why Limit Your WIP will transform how organizations and teams think about and manage their work. The tale in this book will hurt, because you’ll have undoubtedly lived with the consequences of people being stretched
too thin, work constantly blocked or in queue, projects chronically late, and people getting burned out...
~ Gene Kim author of The Phoenix Project from the Foreword
We are distracted.
We are overburdened.
We are unfocused.
Our work suffers for this. Our companies suffer for this.
We snatch failure from the jaws of success.
Limiting WIP is the breakthrough strategy for
starting less and completing more.
Written by Jim Benson, author of the Shingo Research Award winning Personal Kanban, urban planner, software developer, and business
owner who has planned and built everything from small software projects, to houses, to urban freeway systems, Why Limit WP is told by someone who has watched many projects be born,
run into problems, and ultimately fail due to overburden.
This short work is the third in the Modus Cooperandi MemeMachine series-which looks specifically at underlying issues that directly impact the success of teams, companies, and individuals.
The MemeMachine series is meant to start conversations and advance discussion.
Business relies on estimates, plans, and projections - and we all know how accurate they tend to be. Careers are made, careers are broken based on accurate estimation and planning.
But what if the successes and failures of these projects were not based on the prowess of those making the plans? What if success or failure were more often the result of a more complex set of events?
Why Plans Fail directly addresses our ability of to plan, to forecast, and to make decisions.
Written by Jim Benson, an urban planner, software developer, and business owner who has planned and built everything from small software projects, to houses, to urban freeway systems - Why Plans Fail is told by someone with much skin in the estimation and planning game.
This short work is the first in the Modus Cooperandi Mememachine series - which looks specifically at underlying issues that directly impact the success of teams, companies, and individuals. The Mememachine series is meant to start conversations and advance discussion.
Both management and the teams were frustrated because they hadn’t yet found a board design that worked for the entire company. They were looking for standardization.
However, each of these boards were, in some way, optimized for each individual team. Each team had its own context and these boards related specifically to that context. Each team was also actively improving their boards on a regular basis – meaning that optimization was continuing.
This white paper contrasts many of these boards, showing the differences in design of each board and the ramifications of those variations.
Lean uses the A3 as a tool to examine problems, hypothesize solutions, and then run experiments to test those hypotheses.
But sometimes, people might actually be the system we want to fix.
In software development, there is the notion of the Persona - which helps software developers build empathy and understanding for those unlucky enough to use their software. At a recent client engagement, we combined Personas with an A3 to some interesting results.
This paper is the result of that endeavor.
Termine im Berufs- und Privatleben effektiver zu erledigen. Indem wir unsere Vorhaben
visualisieren, können wir mithilfe von Personal Kanban besser organisieren und gleichzeitig unsere Arbeit, Ziele und Einsichten mit anderen teilen. Das 'Kanban-Board' als wichtigstes Werkzeug ermöglicht dabei eine Übersicht uber den Status der angefallenen, anstehenden und erledigten Aufgaben.
'Personal Kanban' folgt nur zwei Regeln:
- Regel 1: Stellen Sie Ihre Arbeit bildlich dar!
- Regel 2: Machen Sie nicht zu viel auf einmal!
Indem die Menge an parallelen Aufgaben begrenzt wird, können Engpässe sichtbar gemacht werden. Aufgaben werden nach dem Pull-Prinzip (Hol-Prinzip) abgearbeitet, d.h., es wird nur die Arbeit angenommen, die auch bewältigt werden kann. Dies wirkt sich positiv auf den Arbeitsfluss und den Durchsatz aus. Auf Basis dieser Betrachtung können wir proaktiv Entscheidungen treffen. Unsere Arbeit wird produktiv, effizient und effektiv. Wir haben Spaß an dem, was wir tun, und sind motiviert, es noch besser zu machen.
Jim Benson und Tonianne DeMaria Barry beschreiben anhand zahlreicher Fallbeispiele,
wie Sie mit Personal Kanban bei der Planung persönlicher Aufgaben sofort gute Resultate erzielen können.