I am Pierre Fauvel, Agile Coach (with a bias towards Lean & Kanban).
I have experiences in technical field, functionnal analysis, management field.
Currently, I help enterprises deploy agile on projects, and transforming into agile in the process.
I first saw visual management on a project in 2004.
I found that strange, and did not see the point.
It always takes time for me to grasp innovations ;-)
I progressively used this approach, first with stress (it is strange to stick a post it
to the wall in front of everyone). It took then place in my toolbox.
A colleague, Pierrick Revol did recently a very nice workshop with representant
of tree scrum teams, with a post it for each person involved, to show the complexity
of the program.
I like a lot as a workshop the mix between "Remember the Future" and "Speed Boat"
I think it works especially because of the use of post-its,
to manage the ideas flow.
Tof, your patterns were very funny and very true. Retrospectively, I can see them everywhere.
On the personnal side, I use post its to plan (and replan) our stays abroad, adjusting to change in requirements
(Honey, I would like to go again to the beach) or impediments (rain). We enjoy our trips
much more than if we tried to follow a plan.
As a presentation writer, I used massively xmind and tend to migrate to post its.
As a science fiction writer, I try to use a mix of visual management and twitter to
manage the huge number of ideas running through my old head. Just wait until
I wrote the book to know if its a good idea ;-)
I have some questions open.
As a coach, I still have to sensibilize the team and the product owner to the goal
of the burndown. They have to learn that this visual management is also a call to action.
The Wip limit is more explicit.
But I think things could be even more efficient.
As an agile transformation team, we try to manage transversal actions with post its,
it is a failure. We only meet one hour per week, the post its are deprecated.
The visual management is only ok for the project status, not for the actions.
Perhaps a thrid axis would be : as a coach, I like to go and see my teams,
and their visual management. I manage to get quite a good glimpse of the situation
just by looking and the post its, their number, their position, the number of dots on them, ...
How could make sure that the management gets the same information, without killing the freedom of the team ?
Thanks Yves for this initiative (one more !)
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