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  • #Scope—total feature set or all functionality that needs to be delivered; all functional requirements; please note that everything required is different #Time—the moment in time when it needs to be ready for use;
    6 KB (1,046 words) - 09:32, 2 August 2013
  • |theme=Agile, Lean, Scrum |wish=Overview and clear strategic goals aligns forces and eases planning on all levels.
    12 KB (1,746 words) - 13:48, 22 October 2014
  • |context=anytime for a {{p|squad}} or {{p|tribe}} chipping away at a collective endeavor, and es ...st to you, but also because it is a [[leading indicator]], which makes you agile. Most financial metrics are [[lagging indicators]], making it hard to react
    5 KB (757 words) - 17:37, 8 May 2014
  • {{tag|agile}} ...ed to have but won't have this time". So there ''is'' an explicit category for what you are ''not'' going to require.
    3 KB (456 words) - 10:01, 25 December 2013
  • |theme=Agile, Scrum {{tag|Agile}}
    15 KB (2,410 words) - 06:47, 19 October 2015
  • ...he Deming Wheel (PDCA Cycle) and the need to focus on management processes for continuous improvement, including both '''Breakthrough Management''' and Da {{p|hoshin kanri}} is an organising framework for strategic management. It is concerned with four primary tasks:
    5 KB (783 words) - 13:17, 22 October 2018
  • |theme=Agile, Lean, Jumpstart, Don’t just do something ...ises, overdeliver and treat every commitment as though it's an opportunity for a transformation, the only way you can do this is to '''turn down most oppo
    5 KB (738 words) - 14:21, 9 July 2018
  • How {{organization|Jimdo}} scales their agile organization to 180 people (which is beyond {{p|dunbar’s number}}. *{{p|life is a broccoli}} to embed {{p|purpose, principles, practices}} at all levels of the {{p|chaorganization}}.
    6 KB (876 words) - 15:32, 27 April 2014
  • |theme=Agile, Scrum See below for a detailed example of a {{dor}}.
    7 KB (1,220 words) - 06:58, 10 August 2016
  • |theme=Agile, Scrum, Product When the work is simply too much for a single {{p|product owner}}, split it up between a {{p|strategic product o
    15 KB (2,380 words) - 08:05, 11 June 2019
  • |theme=Agile, Lean ...n I/O is involved, bulk data transfers can be made in increments optimized for the target medium. This in addition can amortize I/O overhead among several
    4 KB (596 words) - 12:51, 3 March 2014
  • ...universe. Introduce the object to the team as their center, and have them all stand scattered around it. ...er from the item in the center, in relation to how true that statement is for them… the more true, the closer to that center. Once you have read the st
    4 KB (692 words) - 08:40, 29 June 2014
  • {{tag|agile}} ...tes, the cycle time for the batch is five minutes. However, the cycle time for an individual part is 13.6 seconds (5 minutes x 60 seconds = 300 seconds, d
    8 KB (1,273 words) - 09:51, 23 February 2014
  • Any meeting deserves a good structure. A default structure for a retrospective meeting looks like: #'''Close The Retrospective'''—to collect improvement actions for next retrospective
    8 KB (1,193 words) - 16:13, 15 November 2023
  • ...e “{{p|spice girls question}}”. When you are doing the queue replenishment for a Kanban system, you might say which two things do you want next. ...uring {{p|operations review}}. Include trends as a {{p|leading indicator}} for grinding down speed.
    5 KB (885 words) - 19:06, 15 May 2014
  • |theme=Agile, Lean, Kanban |so=Institutionalize reflection and retrospection at all levels and across all disciplines.
    15 KB (2,242 words) - 17:14, 19 November 2017
  • If it’s important and you can spend money to fix it, by all means, go do that. Metrics for team coaching. Always be thinking:
    16 KB (2,430 words) - 08:03, 4 August 2020
  • |theme=Agile, Lean, Scrum, Product ...story includes providing the capability and maintaining a healthy codebase for future work.|Martin Fowler}}
    10 KB (1,523 words) - 05:22, 2 July 2019
  • |so=Fix all bugs in less than a day. Aim to have a completely clean base of code at the ...e, there is a natural tendency to park bugs in a list of things to do when all the fun stuff is done.
    12 KB (2,011 words) - 14:32, 12 July 2013
  • *All change in organizations is belief change. So, create {{p|belief statements} ...and pretty much any feedback loop tool/method whether it be Toyota Katas, Agile Retrospectives and even Lean Startup are re-inventions of that cycle
    7 KB (1,067 words) - 08:02, 13 July 2023

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