Difference between revisions of "Operations review"

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m (Added some bullets.)
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**throughput;
**throughput;
**headcount;
**headcount;
**tells how well we are managing against budget, and, therefore, how much slack we have to do kaizen, buy items like flat-screen monitors and new computers.
*takes place on second Friday of the subsequent month so that the financial data after the books for the prior month are closed;
*takes place on second Friday of the subsequent month so that the financial data after the books for the prior month are closed;
*compares planned versus actual numbers;
*compares planned versus actual numbers;
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**a specific report that would drill into some aspect of our process on which the business needs more information
**a specific report that would drill into some aspect of our process on which the business needs more information
*wraps up with questions & answers, comments, and suggestions from the floor for a few minutes.
*wraps up with questions & answers, comments, and suggestions from the floor for a few minutes.
To keep our costs under control, {{p|guest sponsors food}}—Invite a vice president from another part of the company so that our value-stream partners take an interest, show interest in them and invite them to present.


Source:
Source:
*Kanban—Successful Evolutionary Change for Your Technology Business, David Anderson
*Kanban—Successful Evolutionary Change for Your Technology Business, David Anderson

Revision as of 14:00, 5 March 2013

Operations Review:

  • reminds everyone that we are running a business;
  • presents a summary of the overall performance for the month;
    • budget details;
    • throughput;
    • headcount;
    • tells how well we are managing against budget, and, therefore, how much slack we have to do kaizen, buy items like flat-screen monitors and new computers.
  • takes place on second Friday of the subsequent month so that the financial data after the books for the prior month are closed;
  • compares planned versus actual numbers;
  • is the feedback loop between adjacent layers in the holarchy:
    • the Check in the PDCA-cycle;
  • the Measure in Sociocracy;
  • Sprint Review Meeting in Scrum;
  • Release Review Meeting in Scrum.

A mini Operations Review:

  • is an objective, data-driven retrospective on the squad's or organization’s performance rather than the more subjective, anecdotal, qualitative management.
  • is above and beyond any one sprint or project;
  • sets an expectation;
  • provides the feedback loop that enables growth of organizational maturity and organization- level continuous improvement.
  • reviews data like:
    • defect rates
    • average lead time distribution
    • throughput
    • value-added efficiency, and, occasionally,
    • a specific report that would drill into some aspect of our process on which the business needs more information
  • wraps up with questions & answers, comments, and suggestions from the floor for a few minutes.

To keep our costs under control, guest sponsors food—Invite a vice president from another part of the company so that our value-stream partners take an interest, show interest in them and invite them to present.

Source:

  • Kanban—Successful Evolutionary Change for Your Technology Business, David Anderson