Is the Scrum vs Kanban discussion helping you to address your business challenges? Does it help you in better running your existing business, or changing towards future business, and most importantly, doing both at the same time? Does it help you in your quest of increasing efficiency and improving quality in delivering value to customers while at the same time being more effective in discovering uncovered needs and future value? Does it help you solve your problems when you know which words are on the Scrum box, the Kanban box and how they compare? This webinar tells the story from the perspective of 2 archetypical cases: Big-Utilities.inc’s and Digitatl-Innovations ltd. Big-Utilities’ internal ICT department is under extreme pressure. Due to economic circumstances, they need to cut cost and be very cost aware in their day-to-day operations. At the same time, to support the transformation that the business is undergoing, they need to execute increasingly large and challenging worldwide IT implementation programs. Digital-Innovations ltd, is a start-up technology company. Development is driven by a small, co-located team of experienced developers that work in short iterations. As Digital-Innovations is moving towards a more feature rich product, the development team needs to be extended with a test team, functional analysis skills and extra development capacity. Because of cost and availability of skilled engineers they are thinking about near- or offshoring. The question we will answer is how both companies can organize the work in a seemingly contradictory environment. We will look inside the Scrum box and inside the Kanban box, and analyse the underlying models of organizing work: swarming and pulling; work cells and workflow; incremental and radical change. We will think outside the box, and look at the value of switching, cycling and mixing these different models of organizing work and how this helps to address the contradictions of running and changing the business at the same time. In doing so we rediscover some of the learnings of Taiichi Ohno, the father of the Toyota Production System, which became Lean Manufacturing in the U.S.
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