ActionableAgile™ and Kanbanize Announce Analytics Partnership

We are excited to announce the partnership between ActionableAgile™ and Kanbanize. Our Analytics Tool is now fully integrated with one of the leading digital solutions for Lean Management. The goal of this integration is to help teams who use Kanbanize to continuously improve their predictability and efficiency.

“Premium Analytics powered by ActionableAgile™” is now available as an add-on to all Kanbanize subscription plans, giving users access to charts that include the Cycle Time Scatterplot, Cycle Time and Throughput Histograms, Monte ...

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Welcome To Version 3 Of Analytics

Hello All,

You have probably noticed that over the past several months we have added many “beta” charts to our tool. Those of you who have explored those beta charts will have seen that they are new versions of all of our existing charts but with a completely new look and feel. Not only has the look and feel changed, but we have added a lot of new functionality.

Those beta charts represent our latest version—or Version 3—of our Analytics ...

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The Abilene Paradox and Software Estimation and Planning

What is the Abilene Paradox

For those of you unfamiliar with the Abilene Paradox, The term was introduced by management expert Jerry B. Harvey in his 1974 article The Abilene Paradox: The Management of Agreement.[3] The name of the phenomenon comes from an anecdote in the article which Harvey uses to elucidate the paradox: On a hot afternoon visiting in Coleman, Texas, the family is comfortably playing dominoes on a porch, until the father-in-law suggests that they take a trip to ...

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Welcome To ActionableAgile™!

We at ActionableAgile™ are pleased to announce to the Lean and Agile community the release of two new resources intended to improve the state of the art in flow-based processes.

First, our specialized ActionableAgile™ Analytics software is built from the ground up to provide correct flow metrics and analytics. After years of frustration with the state of Lean and Agile tooling, we decided to create the product that we and our clients needed. We’ve enhanced and proven it at major clients ...

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Flow Debt

In a previous post, (“Cumulative Flow Diagrams: The #1 Myth”) I discussed what Cumulative Flow Diagrams (CFD’s) tell us and don’t tell us. Remember from that post that using the horizontal line trick will tell you only what the Approximate Average Cycle Time (AACT) of your process is (for the time interval chosen). You cannot get an exact calculation for Cycle Time off of the CFD.

Why do I care about an Approximate Average Cycle Time?

It might seem strange ...

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The #1 Myth of Cumulative Flow Diagrams

This may sound like heresy to many of you, but the number one myth of Cumulative Flow Diagrams (CFDs) is that it is possible to calculate a process’s Cycle Time from them. (Actually, the number one myth of CFDs is that they are not useful. I’m going to assume for the purposes of this blog post that you believe CFDs have at least some utility). The best we can calculate off of a CFD is an Approximate ...

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Don’t Limit. Optimize.

In re-reading Don Reinertsen’s “Principles of Product Development Flow” for, like, the umpteenth time, I’ve been struck by the language he uses for managing the amount of work in progress (WIP) in a system.  He does not very often use the term “Limit WIP”; rather he tends to use the words “Control WIP” or “Constrain WIP”.  This echoes my personal preference when talking about this subject to say “Optimize WIP”.

Why?

I believe that the word “limit” when combined with “WIP” ...

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To B or Not to B

I normally like the letter B.  Honestly. It just that it seems–more often than not–teams stumBle over two B-words that are haBitually  Bandied aBout  in our Business.

The first is “Backlog”.  I’m not trying to denigrate any particular process here, but, unfortunately, the word backlog is so prevalent nowadays that its use carries with it connotations that are counter-productive.  Whether or not those connotations are correct is a different debate; the point here is to just acknowledge that they exist.

It ...

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