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What Is Lean Management? The Starter Guide You Need

Lean management has become a universal management tool for delivering value and optimizing workflows. Explore the Lean methodology along with its benefits and find examples.

  • What Is Lean Management?

The 5 Principles of Lean

What Is Shared Leadership?

  • What Is Lean Manufacturing?
  • What Is Value in Lean?
  • 7 Wastes of Lean
  • What Is Mura?
  • What Is Muri?
  • What Is 5S?
  • What Is the Cost of Delay?
  • What Is Value Stream Mapping?
  • What Is a Pull System?
  • What Is a Bottleneck?
  • Just-in-Time Manufacturing
  • Implementing a Kanban Pull System
  • Pull System on the Portfolio Level
  • What Is Kaizen?
  • What Is Continuous Improvement?
  • Built-In Quality Management
  • What Is the Poka-Yoke Technique?
  • What Is Plan-Do-Check-Act Cycle?
  • 5 Whys: The Ultimate Root Cause Analysis Tool
  • Gemba Walk: Where the Real Work Happens
  • A3 Problem-Solving: Fight the Root Cause
  • How To Perform Root Cause Analysis?
  • Root Cause Analysis Tools
  • What Is a Pareto Chart?
  • What Is a Scatter Diagram?
  • What Is a Fishbone Diagram?
  • What Is Hoshin Kanri?
  • What Is Hoshin Kanri Catchball?
  • Demystifying the Hoshin Kanri X Matrix
  • The Lean Transformation Model Explained
  • Lean Transformation Roadmap - 8 Comprehensive Steps
  • What Is Cycle Time?
  • What Is Little's Law?
  • What Is Takt Time?
  • What Is Heijunka?
  • What Is Jidoka?
  • What Is Andon?
  • Lean Six Sigma Principles
  • Lean Six Sigma Tools
  • Lean Six Sigma Implementation
  • What Is Six Sigma?
  • What Is DMADV?
  • What Is DMAIC?
  • Lean Project Management

The premise to organize a work process in a way that waste is minimized and resources are utilized at optimal capacity while keeping productivity turned Lean management into a universal management tool embraced across industries.    Rooted in three simple ideas: always seeking improvement, creating value, and eliminating waste, let’s find out more about the concept.    We’ll discuss Lean management’s origin and principles, its benefits, and disadvantages, as well as look into examples.

Lean Management Definition

Lean or Lean management is a business approach for maximizing customer value while minimizing waste. It is based on the principles of the Toyota Production System (TPS) and aims to create a culture of continuous improvement in an organization.    The main goal of Lean management is to improve efficiency and effectiveness by reducing the time spent on non-value-adding activities and optimizing the flow of work. Such waste in Lean can include overproduction, waiting time, unnecessary transportation, excess inventory, unnecessary processing, and defects.    The Lean concept is successfully applied to any business or production process, from manufacturing to healthcare, engineering, and software development. 

lean pillars

The Birth of Lean Management

Lean was derived from Lean manufacturing and Toyota Production System  methods around 70 years ago.    In the late 1940s, when Toyota put the foundations of Lean manufacturing , they aimed to reduce processes that don’t bring value to the product. By doing so, they succeeded in achieving significant improvements in productivity, efficiency, cycle time, and cost efficiency.    The success of the TPS at Toyota led to the spread of Lean thinking and the implementation of Lean principles around the world. Today, Lean management is used in a wide range of industries and organizations and has evolved to include a variety of tools, techniques, and approaches.  

Indeed, the term "lean production" was made up by John Krafcik (former CEO of Google’s self-driving car project Waymo) in his 1988 article "Triumph of the Lean Production System". His studies formed the data behind James P. Womack’s 1990 book "The Machine That Changed the World: The Story of Lean Production". 

What Are the Building Blocks of Lean Management? 

Lean management emphasizes the importance of respecting and empowering employees and encourages the development of a culture of problem-solving and continuous improvement.     The Lean improvement methodology aims to provide a structural approach to continuously improve work processes, purposes, and people. Instead of holding total control of work processes and keeping the spotlight, Lean management encourages shared responsibility and shared leadership.    After all, a good idea or initiative can be born at any level of the hierarchy, and Lean trusts the people who are doing the job to have the final say. 

What Are the 5 Lean Management Principles?

Five Lean principles

1. Identify Value

What does every company strive to do? To offer a product or service that a customer is ready to pay for. To do so, a company needs to add value defined by its customers’ needs.

The value lies in the problem you are trying to solve for the customer. More specifically, in the part of the solution that your customer is actively willing to pay. Any other activity or process that doesn’t bring value to the product is considered a waste.

In Lean value is the first thing you need to identify. So, first, decide what you want to deliver, then move on to the next step.

2. Value Stream Mapping

This is the point where you literally need to map the workflow of your company. It should include all actions and people involved in delivering the product to the customer. By doing so, you will be able to identify what parts of the process bring no value.

Applying the Lean principle of value stream mapping will show you where value is being generated and in what proportion different parts of the process do or do not produce value.

When you have your value stream mapped, it will be much easier for you to see which processes are owned by what teams and who is responsible for measuring, evaluating, and improving that processes. This big picture will enable you to detect the steps that don’t bring value and eliminate them.

3. Create a Continuous Workflow

After you master your value stream, you need to make sure that each team's workflow remains smooth. Keep in mind that it may take a while.

Developing a product or service will often include cross-functional teamwork. Bottlenecks and interruptions may appear at any time. However, by breaking down work into smaller batches and visualizing the workflow, you can easily detect and remove process roadblocks.

4. Create a Pull System

Having a stable workflow guarantees that your teams can deliver work tasks much faster with less effort. However, in order to secure a stable workflow, make sure to create a pull system when it comes to the Lean methodology.

In such a system, the work is pulled only if there is a demand for it. This lets you optimize resources’ capacity and deliver products or services only if there is an actual need.

Let’s take a restaurant, for example. You go there and order a pizza. The baker pulls your order and starts making your pizza. He doesn’t prepare tons of dishes in advance because there isn’t actual demand, and these tons of dishes can turn into a waste of resources.

5. Continuous Improvement

After going through all the previous steps, you have already built your Lean management system. However, don’t forget to pay attention to this last step, probably the most important one.

Remember, your system is not isolated and static. Problems may occur with any of the previous steps. This is why you need to make sure that employees on every level are involved in continuously improving the process.

There are different techniques to encourage continuous improvement. For example, every team may have a daily stand-up meeting to discuss what has been done, what needs to be done, and possible obstacles - an easy way to process improvements daily.

What Are the Benefits of Lean Management?

Lean management can help organizations and teams alike to create a stable work system with a higher chance of improving overall performance. Here's a list of the major advantages you can benefit from when introducing Lean.

Increased employee engagement and focus : Lean encourages employees to identify and solve problems leading to increased engagement and focus on activities that bring value.

Improving productivity and efficiency : By eliminating waste and streamlining processes, Lean management can help organizations become more efficient and productive, allowing them to produce more with the same or fewer resources.

Faster time to market : By establishing a pull system, a Lean management system helps organizations to deliver work only if there is actual demand and reduces their lead times.

Improved quality : Lean management places a strong emphasis on identifying and eliminating defects, which can help to improve product and service quality.

Continuous improvement : Lean management is built on a culture of continuous improvement, enabling organizations to adapt to changing market conditions and stay competitive over the long term.

Common Challenges when Implementing Lean Management 

While Lean management has many benefits, it is important to also consider the potential disadvantages, which can include:

Resistance to change : Implementing a lean management system can be a significant change for an organization and may be met with resistance from employees who are used to more traditional ways of working.

Difficulties in implementation : Implementing a lean management system can be complex and challenging, requiring significant investment in training, infrastructure, and culture change.

Risk of over-focusing on data : Lean management relies heavily on data and metrics to measure performance, which can lead to a focus on short-term results at the expense of long-term goals or strategic planning. 

Lean Management Examples 

Lean software development .

In 2003, Mary and Tom Poppendieck published their book "Lean software development: an Agile Toolkit". The book describes how you can apply the initial principles of the Lean methodology to software development. 

At the end of the day, Lean software development comes down to 7 principles. In the beginning, it didn’t gain popularity, but a few years later, it became one of the most popular software development methods. 

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The Lean Startup

Eric Ries, an engineer and serial entrepreneur, developed a methodology based on the Lean principles to help startups succeed. In 2011, he packed his ideas into a book called "The Lean Startup". The concept consists of 5 basic principles that aim to help startups be more flexible and responsive to changes.

From a business point of view, Lean is to shorten product development cycles and rapidly discover if a given business concept is viable. This methodology is also employed by government structures, marketing professionals, and others.

Lean Accounting

Lean accounting refers to the application of Lean management principles, such as a focus on delivering value to the customer and waste reduction to managing financial practices and processes. The approach allows organizations to streamline their operations and align them with the strategic goals of the organization.

Furthermore, by promoting Lean thinking in accounting, companies can make financial information easier to understand and more relevant across an organization’s teams and departments.

Lean Management Applied in Healthcare

Lean management principles find an increasing application in healthcare institutions to improve patient care, service quality, healthcare workers’ satisfaction, and cost-effectiveness.

Lean Management Frequently Asked Questions (FAQ)

The five guiding principles of Lean management include:

  • Identifying value
  • Mapping the entire value creation process
  • Creating a continuous workflow
  • Establishing a pull work system
  • Seeking continuous improvement

What Are the 3 Foundational Ideas of Lean Management?

The three driving forces behind the Lean management concept are creating customer value, reducing waste and always looking for ways to improve.

What Are the Different Tools of Lean Management?

Some of the most common lean tools used by organizations and teams new to the Lean philosophy include:

  • Value-stream mapping (VSM) - for visualization, analysis, and improvement of all the steps in a product or service delivery process.
  • 5 Whys root cause analysis – for uncovering the root cause of process bottlenecks and constraints.
  • Kanban – for defining, managing, and improving services that deliver knowledge work.
  • 5S method – for workspace optimization to reduce waste and streamline processes.

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Description, how to edit.

PowerPoint Editable infographics charts of Lean Management Principles and fundamental lean methodology. These diagrams can be used to visualize lean overview presentations or articles on Kaizen approach to manufacturing or services. We included visual representation of basic lean procedures and elements.

  • 16 modern diagrams of lean procedures, lean methodology structures and stakeholders, guiding principles of lean manufacturing approach. For example, we added a Kaizen 5s diagram and 5 Whys waterfall chart, as well as The House of Lean pillar diagram. We designed all flowcharts in an universal clean flat style that fits various presentations.
  • 27 vector icons in light and elegant outline style. You can use these icons to illustrate lean artefacts such as Customers, Employees, Organizations Stakeholders, Sort, Straighten, Shine, Standardize, Sustain, Process, Productivity, Focus, Resources and Values, Eliminate Waste.
  • Predesigned example of editable target customer segmentation and credit ranking decision criteria.
  • Format: fully editable vector shapes (modify colors of diagrams and icons, resize without quality loss)

What is Lean Management?

Diagrams for lean management presentations cover those topics.

  • Definition of lean management and quote slide on lean approach (editable text).
  • Guiding Principles of Lean Management Chart.
  • Tools of Lean management.
  • Stakeholders of Lean Management as Venn diagram with Customers, Employees and Organization symbols.
  • The 5 Basic Lean Principles cycle flowchart.
  • The Lean Methodology Idea diagram including delivering value, eliminating waste and continuous improvement.
  • The House of Lean Pillars infographics with customer focus on top, Just in Time management pillar and Jidoka - quality at the source pillar. All Lean house metaphor is based on Standardization and Stability fundations.
  • List template with Benefits of Lean Approach - Getting Focus, improving productivity, smarter process and better use of resources.
  • Methods and tools of lean management including Kanban (see separate Kanban Boards Template for Project Management ), Kaizen 5S and 5 Whys diagrams, and other listed tools (Value Stream Mapping, SMED, Poka-yoke (error-proofing), Elimination of Time Batching, Total Productive Maintenance, Mixed Model Processing, Single Point Scheduling, Rank Order Clustering, Multi-process Handling, Redesigning Working Cells, Control Charts for checking Mura)

How to use lean template diagrams as your presentation visuals?

Why to use diagrams as your presentation illustrations.

On last slides you have set of multiple icons you can use. You can also extend the icon collection by getting additional PPT icons (see Related Diagrams section).

Colors of these diagram shapes and icons are fully editable (all graphics is a vector format). So you can change them to colors of your template or company brand.

Content description

  • Lean management definition slide illustrated with text placeholder and outline icon.
  • Peter Drucker quote illustrated with picture and quotation mark.
  • Guide management principles illustrated with three elements cycle chart with outline icons.
  • Venn chart illustrating lean management stakeholders: customers, employees and organizations.
  • Five basic lean principles illustrated with cycle diagram in a few variations: a vivid chart with outline icons, cycle template with text placeholder for explaining each element.
  • Cycle diagram showing management methodology ideas: deliver value, eliminate waste, continuous improvement.
  • House of lean shown as two pillar diagram divided into the following segments: stability, standardization, collaboration, customer focus.
  • Lean Management list diagram with outline icons and description for each element.
  • Lean Management tools list presented in few versions: text box with an outline icon, SmartArt flowchart.
  • Kaizen 5S framework shown with circle diagram and text placeholder and five columns list diagram.
  • Five why's list in a two versions: multicolor step list diagram, waterfall chart with outline icons.
  • changing color of the icon filling and its outline
  • changing shape and size, rotating, flipping the object
  • relocating and resizing diagrams, putting shapes behind or on top of text

Further resources on lean management

  • Lean manufacturing definition (Wikipedia)
  • Article defining Lean approach What is Lean
  • Article defining Lean Management by SearchCIO
  • Blog about Lean Management
  • Article about Lean Management
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Slides included in this PowerPoint Presentation:

  • Management presentation slide deck content
  • Management definition slide
  • Peter Drucker quote illustrated with picture and quotation mark
  • Guide management principles illustrated with cycle chart
  • Venn chart illustrating management stakeholders
  • Five basic lean principles illustrated with cycle chart
  • Management principles illustrated with five items diagram with description
  • Cycle diagram showing management methodology ideas
  • House of lean shown with two pillar diagram
  • Management benefits shown with outline icons and description
  • Management tools list illustrated with outline icons
  • Management tools illustrated with SmartArt flowchart
  • Kaizen 5S framework shown with circle diagram and text placeholder
  • Kaizen 5S illustrated with five columns list diagram
  • Five why's list presented with step list diagram
  • Five why's illustrated with waterfall chart
  • Lean Management icons
  • Editability of stroke outline icons
  • Editing outline icons in PowerPoint
  • Outline Icons Set: Tools, Idea, Question, Straighten, Shine, Standardize
  • Outline symbols: Productivity, Focus, Definition, Communicate, Resource
  • Icons Set: Mapping, Flow, Search, Problem, Clients, Organization Company

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  • What is lean project management? 5 prin ...

What is lean project management? 5 principles explained

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Lean project management is an Agile methodology that increases customer value by eliminating waste from each project phase. In this piece, we’ll explain what lean project management is and outline how to use it to improve your productivity.

When you adopt the lean approach, your goal is to reduce waste and add value during every project phase. In this piece, we’ll explain what lean project management is and outline how to use this Agile methodology to improve your productivity . 

[inline illustration] Lean project management definition (infographic)

How was the lean project management methodology created?

Japanese engineers at Toyota invented the Toyota Production System (TPS) between 1948 and 1975, which served as the inspiration for what we know as the lean methodology today. The TPS was used to improve manufacturing and enhance interactions with suppliers and customers, as well as eliminate waste. 

Dr. Jeffrey K. Liker, author of “The Toyota Way,” outlines the principles of lean management in his book and explains how companies can apply the TPS to other industries. Liker also explains how TPS—and lean management as a whole—can eliminate various types of corporate waste. 

John Krafcik was the one to introduce the lean approach to project management in his 1988 article titled, “ Triumph of the Lean Production System .” Krafcik wrote this article for his master’s thesis at MIT Sloan School of Management, and his research resulted in the best-selling book,  “ The Machine That Changed the World.” Lean project management has influenced a whole subset of methodologies, including Agile, Kanban, and Scrum.

5 principles of lean project management

The five principles of lean project management serve as steps for how to reach prime customer satisfaction. Use these steps if you want the best chance of reducing product waste, staying within project scope , and meeting critical success factors .

[inline illustration] Lean project management principles (infographic)

1. Identify value

The first core principle in the lean project management process is to identify your product value. To do this, you need to know your stakeholder. Sometimes you’ll be creating project deliverables for internal stakeholders , while other times you’ll have a customer who’s an external stakeholder.

An internal stakeholder is a shareholder of the project who monitors a product’s development because they have a stake in its success.

An external stakeholder is a customer who buys the product or service and is affected by its quality.

Once you know who you’re building your product for, you can better determine how to make it valuable. For example, product value for an internal stakeholder may mean meeting an internal operations need. Product value to a customer may mean solving a customer problem or making the customer’s life easier. 

2. Map the value stream

Value stream mapping (VSM) is the next principle in lean project management. VSM is a visual tool that involves diagramming your current workflow and your ideal workflow from project initiation to completion. 

When comparing the two workflows, you can identify waste across each project management phase to maximize efficiency. 

Toyota identified types of waste you may find through VSM in lean manufacturing, but in parentheses, you can see how these items may translate to other industries:

Overproduction (Unnecessary features): Overproduction and unnecessary software features can lead to added costs like extra storage, wasted materials, and useless inventory.

Inventory (Mismanaged backlog): Inventory waste, waste from incomplete work, and mismanaged backlogs all incur unnecessary costs for storing inventory, transportation costs, and additional costs spent to complete work.

Motion (Task switching): Motion waste is the unnecessary cost of internal motion by people or machines. This can take the form of redundant processes or an overabundance of business apps. In fact, the average knowledge worker switches between 10 apps up to 25 times per day, but 27% of workers say that actions and messages are missed when switching apps.

Defects (Technical debt): Defects can result in costly repairs and a loss of materials. Technical debt can result in a loss of valuable time.

Over-processing (Expensive tools): Over-processing can lead to unnecessary costs like upgrading a product that users didn’t ask for or don’t need. Similarly, money spent on expensive tools can be a waste if the tools aren’t worth it.

Waiting: Waiting waste is the cost resulting from delayed timelines in final product deliverables.

Transport: Transport waste is similar to motion waste and deals with external movement, like the unnecessary movement of product and materials. 

Fragmented teams: Fragmented teams can result in wasted costs due to miscommunication, unnecessary meetings, and lack of strong collaboration.

VSM is the most important step in lean project management. Without it, you won’t have the visualization you need to notice flaws in your project life cycle and improve product quality for customers. 

3. Create flow

In this step, you’ll rework your project management plan to be more efficient by removing the waste you identified in step two. To do this, break down every stage of product development and reconfigure steps as needed. Use project milestones as checkpoints to ensure new waste doesn’t develop as the project progresses. 

For example, imagine you identified in step two that you have a mismanaged backlog and delayed timeline due to a bottleneck in team member scheduling. This is where you’ll determine how to remove those pain points and piece your project plan back together. 

Establishing open communication with your team members is the best way to ensure your VSM was worth the effort. Once you’ve taken time to identify and remove waste, your team can work together to prevent future inefficiencies and keep waste from building back up. 

4. Establish pull

Establishing pull means pulling work from the previous process stage as work is completed. This concept originated in manufacturing to help factories meet the exact demands of their customers with a “just-in-time” inventory system. However, a pull system is also helpful in other industries because it keeps your workflow moving efficiently. 

Example of a pull system in software development:

The tech designer finishes their task and flags the product for review.

The review flag signals the coding stage to begin.

Your coder finishes their task and flags the product for review.

The review flag signals the testing stage to begin.

The product tester finishes their task and flags the product ready for final review.

You conduct a final review of the product.

Establishing pull can help teams in various industries because it keeps work moving seamlessly through the project life cycle. Industries that produce customer-facing products will benefit from this system if they use pull signals to work backwards. That way, their team only produces inventory when customers need it. 

5. Continuous improvement

Lean project management isn’t a one-time thing—rather, it’s an iterative process . Striving for perfection is the fifth principle, which involves making continuous improvements to your workflow. 

Whether your customer is an internal or external stakeholder, their demands will be ever changing. This means you’ll need to assess your product value intermittently and regularly analyze your workflow for waste.

Lean project management tools

You can use the tools below to improve your product development workflow. When striving for continuous improvement, these tools will help you and your team reduce waste, improve productivity, and increase customer value. 

[inline illustration] Lean project management tools (infographic)

Deming cycle (PDCA)

Dr. W. Edwards Deming developed the Deming Cycle in the 1950s. His method, also known as the Plan-Do-Check-Act cycle, or PDCA, was a revision of an earlier three-step problem-solving method created in the 1920s by Dr. Walter Shewhart. 

There are four steps in the PDCA cycle :

Plan: Investigate your workflow and identify any problems that need solving.

Do: Find solutions to the problem by analyzing data or collaborating with team members. 

Check: Monitor whether your solutions are effective and make improvements to your plan if needed.

Act: Apply revised solutions and assess what you’ve learned.

The Deming cycle is a simple process you can apply to various organizational processes. When implemented correctly, this process can make a significant impact on your product value. 

Lean Six Sigma project management (DMEDI)

Lean Six Sigma is a lean management tool you can use to identify problems in your workflow. This tool has steps just like the Deming cycle, but it also has methods of analysis you can use alongside it. The Lean Six Sigma steps, also known as DMEDI, are as follows:

Define: Define your project scope and plan goals

Measure: Determine how you will measure success in your project

Explore: Explore new ways to improve the project process

Develop: Develop a fool-proof project plan

Implement: Implement the project plan

The methods of analysis you can use with Lean Six Sigma include:

Value stream mapping: As mentioned above, VSM can help you visualize the phases of your project management plan and identify areas of waste.

Customer feedback surveys: Getting feedback from customers is a great way to assess project issues and increase product value.

Gantt charts: Gantt charts are like bar graphs that can help you visualize project milestones.

Root cause analysis (RCA): Use RCA to discover the root causes of problems and find solutions.

Kanban: By visualizing your tasks and limiting work in progress, Kanban boards help you see how your work flows. 

You can decide which lean management method to try based on your industry, your product, and your team. You can also try various lean management methods on different project initiatives and see which works best. Regardless of which method you implement, make sure you’re using project management software to easily implement these methods of analysis. 

Why lean management is important

Industries like IT, construction, and education have adopted the lean methodology because of the many benefits it provides. Lean project management can improve product value by streamlining processes. 

Other benefits of lean management include:

Increased innovation: Improves the project by sparking creativity

Reduced waste: Reduces physical waste and waiting times between production steps, while also minimizing overproduction and over-processing

Enhanced customer service: Provides what the customer needs—nothing more, nothing less

Better lead times: Results in faster response times and fewer delays

Higher quality products: Minimizes product defects by adding quality checks

Improved inventory management: Prevents setbacks by monitoring inventory

Whether your company serves internal or external stakeholders, switching to lean thinking can simplify your work processes and create a more efficient project team. 

Improve your workflow with lean project management

Many companies work hard to produce high-quality products and leave their customers satisfied, but the lean methodology makes achieving these goals easier by removing bottlenecks and cleaning up production.

Regardless of which project management system you use, project management software can aid in process improvements. When you use software to streamline your processes, you can better visualize your project schedule , communicate with team members, and meet customer requirements. 

Lean Management PowerPoint Templates

Lean management is a process optimization approach that minimizes waste and harmonizes processes. It includes all methods, mindsets and tools that are available to companies to optimize and streamline their processes. 

Improve your business process efficiency with our PowerPoint templates for lean management. Graphics, plans and various diagrams can be used to visualize your lean management concept. Highlight the importance of cross-functional collaboration within your company, visualize cost-reduction strategies and present ways to streamline processes. Use methods such as lean leadership and the Hoshin Kanri system to present your lean objectives to employees.

Lean Startup PowerPoint Template

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Lean Management PowerPoint Template

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Lean Canvas PowerPoint Template

Lean Canvas in different designs to clearly present a business idea or project plan.

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Home Blog Business Using Kata for Lean Management and Presentation Skills

Using Kata for Lean Management and Presentation Skills

Using Kata for Lean Management and Presentation Skills PPT Template

You might have heard of the term ‘Kata’ in martial arts, where it is used to practice and memorize the different patterns of movements. This is later practiced with a sparring partner or a group in the form of a ‘bunkai’ that is meant to help analyze the kata. In lean management, the term Kata is used similarly, referring to the way organizations adapt and improve by following a set routine based on different steps.

What is Kata?

Kata is a Japanese term for ‘form’ or choreographed patterns used in martial arts to practice various moves. Lean management implies two types of behavior: one for improvement and the other for coaching. The ‘improvement kata’ is a four-step routine for continuous improvement through determining the direction, grasping the current condition, establishing the next target condition, and experimenting against obstacles. Similarly, the ‘coaching kata’ includes a set of routines to learn the improvement kata.

Toyota Kata and Lean Management

Toyota Kata is the name of a management book by American researcher Mike Rother. The book explains the concept for both the improvement and coaching kata for continuous improvement. The observations in Rother’s book were based on the learnings from the Toyota Production System. The book defines management not as a ‘systematic pursuit of desired conditions’ but emphasizes the need for an organization to master effective routines for suitable solutions continually for sustained competitive advantage.

Improvement Kata

A four-part model from the Toyota Kata management is called the improvement kata. It is used for improving, adapting, and evolving amidst unpredictable circumstances to create a routine by which an organization can be directed in a meaningful way. The four parts of this model are explained in detail below.

1. Understand the Direction

The first step of the improvement kata entails understanding the direction. This means determining the target condition or the goal that is to be achieved.

2. Grasp the Current Condition

In order to achieve desired goals, it is important to reflect upon the current condition to better understand what steps might be needed to achieve the target.

3. Establish the Next Target Condition

Once the goal is set, and the current condition has been analyzed, it is important to move forward based on the next target condition that is to be achieved. Step 3 of the improvement kata emphasizes establishing the next target to progress towards the desired goal.

4. Experiment Against Obstacles

When looking for solutions to obstacles, there can be many methods that can be employed. However, not all of them might be as effective as one might deem them to be. Therefore, it is important to test these solutions in small experiments before they can be applied on a large scale. The fourth step of Toyota’s improvement kata is a kind of trial-and-error phase, where solutions are tested by running small experiments to determine the best way forward.

Continuos Delivery PPT Template

Coaching Kata

In an organization, it’s not just processes that can lead to improvement. It is also necessary to account for the needs and training of the people running the organization. Therefore, the coaching kata focuses on helping employees to develop the necessary skills and capabilities for continuous improvement.

Three Roles of the Coaching Kata

The coaching kata includes three roles, the learner, coach and 2 nd coach.

Learner: A learner in the coaching kata applies the improvement kata by following the four-step approach of the kata. This application of the improvement kata is made in collaboration with the coach.

Coach: The coach ensures that the learner is properly using the improvement kata with the help of coaching cycles based on five questions of the coaching kata.

2 nd Coach: Contrary to the conventional learning style, Toyota Kata’s coaching kata also includes a second coach. The purpose of this coach is to observe the way the first coach and learner work together and suggest improvements to the coach to help develop his/her coaching skills. This teaching style is similar to conventional Japanese martial arts styles. A senior black belt observes and helps a junior black belt, with level 10 considered the ultimate level of mastery.

Coaching Kata Questions

The coaching kata consists of five questions for conducting coaching cycles. These questions are as follows:

  • What is the target condition?
  • What is the actual condition?
  • Obstacles that might be preventing the target condition?
  • What is your next step?
  • How quickly can we see what has been learned from taking that step?

The questions given above include the focus on the goal or target condition, grasping the current condition, looking into obstacles that need to be rectified for achieving the target condition, analyzing the next step, and determining how quickly it can be determined what has been learned from taking the measures in question 4.

The basic four questions of the coaching kata are in line with the four steps of the improvement kata, with the addition of the fifth question. This question helps in determining how quickly the learnings of the experiment conducted to overcome obstacles can be analyzed.

Implementing Kata to Improve Presentation Skills

Be it lean management or patterns learned in martial arts, the concept behind the kata can be applied to a number of disciplines. You can even use the Toyota Kata method to improve your presentation skills.

Determine Your Direction

Like Toyota Kata’s improvement kata, you should begin by determining the direction you intend to follow. Determine the target direction, based on what type of presentation skills and improvements you might want to see. For example, you might be looking to become an expert presenter and score your first contract using a pitch deck. In such a case, becoming good enough to persuade an investor with a compelling pitch deck might be your goal.

Understand Your Current Direction

Let’s assume that while you want to present a persuasive pitch deck, you might not be very good at it based on your analysis and feedback from friends and colleagues. This might mean that you need to identify and rectify the shortcomings of your presentation style. Hence, understanding your current direction will be your second step in the kata.

Establish the Next Direction

Once you have identified the issues with your presentation style, you can determine what steps to take to rectify them. This is the phase where you plan for improvements and the methods you would want to employ to achieve desired goals.

Experiment to Remove Obstacles

Like the improvement kata, you can experiment to remove obstacles tied to your presentation style. A good way to experiment while applying the improvements you have fleshed out would be to practice before family or friends. Once you are satisfied with the improvements, you can experiment further by delivering a presentation before an audience that has no consequences for your reputation. This might be a presentation on a voluntary basis for a group of students or new joiners, just to see how they react to your new presentation style. This can also help you determine if your changes have paid off or if you need to experiment further.

Improving Presentation Skills by Kata

As kata is a continuous process, you should continue to find new ways to improve as a presenter and look for necessary changes or value additions that might make you an effective presenter.

Analyzing the Results After Implementing Kata

There are various methods you can use to determine the results of your kata. Let’s say you are able to achieve your desired goal and score a contract after a few months of improvement. This might mean that you have been successful and can venture into other areas of improvement related to your presentation skills. On the contrary, your inability to achieve desired goals might mean going back to the drawing board.

There are a number of tools you can use for audience feedback and analysis of your presentation style, such as Presentain, Mentimeter, Hypersay and Poll Everywhere. These range from polling apps and clickers to Live presentation broadcasting services that provide detailed information about the audience, as they engage with your slides using handheld devices. An even simpler, yet effective method can be to get feedback from peers and mentors to see what might have been effective and which areas need improvement.

Kata Climb the Ladder PPT Template

Final Words

A kata is a continuous process and repeated to achieve desired goals. Kata cannot be performed merely once to achieve mastery, be it in martial arts or when using Toyota Kata. Since kata involves a lot of trial and error, it is natural that the process will remain frustrating until you get things right. Therefore, patience and perseverance will be your anchors along the way. As all improvement processes are based on Plan-Do-Check-Act (PDCA), it is only natural that PDCA will also have an important role to play in your kata, whether you’re a learner, coach, or someone looking to apply the kata technique to improving your presentation skills.

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Prioritization Methods and Techniques – Part 2: MoSCoW Method

In my previous article, Prioritization Methods and Techniques - Part 1: Why Prioritize and the Kano Model , I talked about the need to prioritize and the Kano model as a prioritization method. In this second article in the series on prioritization methods and techniques, I will discuss the MoSCoW method.

The MoSCoW method is a highly widespread prioritization method which was popularized by Dynamic Systems Development Method (DSDM). The term MoSCoW has nothing to do with the capital of Russia. It is an acronym derived from the first letter of each of four prioritization categories – Must have, Should have, Could have and Won’t have.[1] The two “O” are added to make the word pronounceable.

Must have: This category contains requirements or features that are absolutely mandatory. Those are fundamental to the system (being a product or a service). If any of them are neglected, the system will certainly not work or will have no value for the customer.

Should have: These features are important, ideally, we should have them for the system to work correctly. If they are not there, a workaround may be possible, but it can be costly or cumbersome. Yet, they are not mandatory and therefore do not have the highest priority. Simply put, they don’t have much impact on delivery success right now, though they must be implemented soon enough (after the “must-haves”).

Could have: These are useful additions (often small-scale improvements) that add tangible value. These are “nice-to-have” requests. In general, they do not take considerable resources, but they are not essential to implement either. Their absence won’t affect almost anything, or at least wouldn’t impact the release negatively.

Won’t have (sometimes also known as “would like to have, but not this time”): These items are not worth the investment (of time, money, energy) and are unlikely to make the cut (at least not in the near future). These requirements are of the lowest importance and can be easily omitted (definitely considered out of scope for the first release) or rescheduled for future releases.

When prioritizing requirements in a project, DSDM recommends no more than 60% effort for “must-haves” requirements and a sensible pool of “could-haves”, usually around 20% effort (see Figure 1 below). Anything that is higher than 60% effort for the “must-haves” poses a risk to the success and predictability of the project, unless the environment and the used technology are well understood, there are minimal external risks/dependencies and the team is experienced and well established. Note that we are talking about a balance based on estimated effort of requirements (i.e. the expected time it takes to implement the prioritized features) and not total number of requirements. When calculating effort for a specific timeframe (e.g. first release), “won’t haves” are excluded, as they are considered out of scope for this timeframe.[2]

MoSCoW technique.png

Figure 1: Balancing priorities using the MoSCoW prioritization technique (recommendation by DSDM[2])

Practical example

Let’s take a simple practical example. How can you categorize the features required to manufacture a child’s bicycle?

Must have: two wheels ; a frame

Should have: brakes for safe stopping; pedals; ability to adjust the saddle to accommodate growth; safety cover for the chain; stabilizers or the ability to fit them when needed (the last two features can also be classified as “could-haves” depending how essential they are for the child/parents)

Could have: bell or horn to alert others in proximity; attractive color of the bike; front suspension; Presta valves for inflating tires

Won’t have: valve caps to cover the tires valve; Bluetooth bike speaker

Even though it may seem strange not to have the pedals and the brakes in the “must have” category, in reality they are not mandatory for a child’s bike. By definition a bike is two-wheeled transportation device, so it must certainly have two wheels and a frame to link the wheels together, but everything else is subject to discussion and negotiation. For example, small kids can learn to ride a bike by simply using their feet, so no pedals and brakes are really needed. This simple example also shows that there is often a disconnect between expectations and requirements. People often have high level of expectations, but high expectations are different from must-have requirements which are mandatory and non-negotiable.

Let’s now look at the advantages and disadvantages of the MoSCoW method.

Pros of MoSCoW

  • Simplicity. The MoSCoW method is one of the simplest prioritization techniques. It does not require searching for detailed data or making complicated calculations. So, it is easy to master and use because it is based on simple principles. Using this prioritization scheme in a product management context promotes mutual understanding between product people (product managers and product owners) and stakeholders. It is also a great method to resolve conflicts and to bring stakeholders to consensus. Prioritizing work using MoSCoW is fast and transparent.
  • Agility for flexible scheduling and implementation. Since this prioritization method has no strict time limits for the implementation, except for the “must-have” category (items there should always go first and be implemented as soon as possible), it allows for flexible implementation timeframes per feature. Therefore, a team can easily adjust feature deliveries or releases on favorable terms based on agreement with customers/stakeholders.

Cons of MoSCoW

The MoSCoW technique is very simple, but such simplicity comes with some pitfalls.

  • The technique lacks a clear consistency of implementation and lacks specific planning per feature. Even though priorities can be easily and quickly set, the MoSCoW method prioritizes the backlog items in four categories (in a similar fashion to the Kano model, covered in my previous article, which also prioritizes features in different categories), so it does not introduce any sequencing of features/backlog items and lacks specific planning. This makes it quite challenging for product people to decide on the exact priority of a feature compared to another one within the same category. At the end of the day, this drawback might put the entire release at risk.
  • MoSCoW classification rules can be subjective and this creates imbalance between the absolutely required (must have or mandatory) and slightly desirable. Often, the blurred lines between categories make it hard to decide in which category a feature should go into, specifically when we talk about “must-have” and “should-have” lists. But it is sometimes also the case between “should-haves” and could-haves”. This happens due to the subjectivity of requirements. Therefore, features or stories allocated to the different categories should be approached with great thought and care and the chosen categorization should be agreed with (or well explained to) all stakeholders.

When to use the MoSCoW method

The MoSCoW method is probably the simplest and most widespread prioritization scheme for new product development, and more specifically for small products. But as we saw above, this technique also has its disadvantages and is not always effective. For instance, if you have a complicated backlog with many time-sensitive releases, consider choosing other prioritization method or complementing MoSCoW with another more accurate or comprehensive technique.

On the other hand, it is quite reasonable to use MoSCoW when prioritizing work for small (and not too complex) products, which does not have many technical limitations. The MoSCoW requirements help product people and teams take a strategic, orderly approach to prioritization. This method is great for avoiding wasted time, arguments and misdirection.

In my next article I will talk about the Eisenhower matrix. Meanwhile, if you want to know more about prioritizing using the MoSCoW method, please feel free to contact me.

About this article or just curious about working at BlinkLane? Contact Martin or take a look at our open vacancy .

References:

[1] Griffiths, M. (2012). PMI-ACP Exam Prep (2nd ed.). RMC Publications Inc.

[2] Agile Business Consoritum (n.d.). Chapter 10: MoSCoW Prioritisation. Retrieved from https://www.agilebusiness.org/page/ProjectFramework_10_MoSCoWPrioritisation

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This two-day instructor-led Lean Agent Introduction certification program provides participants with a comprehensive overview of the principles of Lean Thinking. This course is applicable for both manufacturing and transactional (service) organizations.

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Duration: 2 Days

Lean Agent Introduction training provides an introduction to process management and the basic tools of Lean, giving students a stronger understanding of processes, enabling each individual to provide meaningful assistance in achieving the organization’s overall objectives. Our Lean Agent Introduction certification improves:

  • The effectiveness of employees in their support role of Six Sigma
  • Personnel buy-in of Six Sigma
  • Day-to-day workplace activities (resulting in a reduction of cycle times, improved quality, and less waste)

An individual who has received Lean Agent Introduction training has received introductory training in the fundamentals of Six Sigma. That individual gathers data, participates in problem-solving exercises and adds their personal experiences to the exploration process. Not only do they gain the skills necessary to identify, monitor and control profit-eating practices in their own processes, but they are also prepared to feed that information to Lean Agents and Lean Masters.

The Lean Agent Introduction Covers the Following Topics:

  • Overview of the Lean Enterprise
  • Integrating Lean & Six Sigma
  • Muda (or Waste) Elimination
  • Value Stream Mapping (Current and Future State)
  • How to Conduct a Lean Vision Events (or Kaizen Events)

At the conclusion of this course, participants should:

  • Understand that Lean and Six Sigma are highly complementary methodologies that work better together than alone. We offer the full scope of Lean and Six Sigma training and implementation support.
  • Understand that Lean and Six Sigma are highly complementary tool sets, with a basic understanding of when and how to bring the two methodologies together to drive quick, breakthrough results
  • Understand how to collect relevant data to describe their processes
  • Understand the techniques to successfully apply Lean to transactional and administrative processes
  • Opportunity to discuss specific areas of concern and projects with knowledgeable instructors to start on a proven path for success

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Lean Project Management Powerpoint Presentation Slide

Need to present lean project tools and techniques, SlideTeam offers you the lean project management PowerPoint Presentation. You can easily impart your business information with help of this lean practices PowerPoint slides. This lean thinking presentation templates contain slides on project planning process, dimensions of business planning, elements of project lifecycle, business objective, business scope, program phases, critical path, activity planner, week scheduler, yearly scheduler, tasks status dashboard, work breakdown structure, planning stages, work process, team management, planning and timeline, concept development, activity network, risk identification, progress against baseline schedule, alternatives evaluation and budgeting. With this lean manufacturing PowerPoint template, you can showcase various topics like six sigma, startup business, waste management, enterprise planning, improvement process, risk assessment, value stream mapping, and construction planning and change management. You can save time and enhance your Presentation skills by using our lean project management PowerPoint Presentation. Our project management ppt Slides will further your efforts. Their effect will draw in a bigger applause.

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This PowerPoint Presentation contains 74 slides. PowerPoint product can be customized as per your requirements. PPT files can be appeared in both formats standard and widescreen. All slides provided in this product are compatible with Google Slides. PPT is useful for project managers to present how to deliver more value with less waste in the project context. This is a one stage process. The stages in this process are project life cycle, project scope, project objectives, project planning process, project lifecycle phases, project budgeting.

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Content of this Powerpoint Presentation

Slide 1 : This slide introduces Lean Project Management. State Your Company Name and get started. Slide 2 : This is an Our Agenda slide. State your agendas here. Slide 3 : This slide shows Project Planning Process with the following points- Project charter, scope, Project schedule, Project resource, Project budget & cost, Project quality, Project risk, Project communication. Slide 4 : This slide presents Dimensions of Project Planning with- Inputs: Other planning outputs, Historical information, Organizational policies, Constraints, Assumption. Tools And Techniques: Project planning methodology, Stakeholder skills and knowledge, Project management information system. Output: Project plan, Supporting detail. Slide 5 : This slide shows Elements of Project Lifecycle with- Preliminary project plan, Proposal project plan, Baseline project plan, Project execution, Client requested changes, Revised project plan, Project monitoring, Work authorization, Client review negotiations, Internal review, Client statement of work. Slide 6 : This slide showcases Types of Project in matrix form showing- Product Development, Engineering & Construction, Research & Organizational Change, Applications Software Development. Slide 7 : This slide shows Project Objectives consisting of- Money, Time, Scope, Quality. Slide 8 : This slide presents Project Objective with Business case and Problem statement. Slide 9 : This slide presents Project Objective with Goal statement, project scope, timeline and key project members. Slide 10 : This slide shows Project Scope with the following points- Project justification, Project objectives, Project scope description, Project assumptions, Project constraints, Project acceptance criteria. Slide 11 : This slide shows a Project Lifecycle Phases graph. Slide 12 : This slide shows a Project Lifecycle Phases crest graph showing- Conception Phase, Definition Phase, Organizing Phase, Implementation Phase, Termination Phase. Slide 13 : This slide presents Critical Path Project Management with the following subheadings- Supply Chain, Emergency Services, Procurement, Stakeholders, Users. Slide 14 : This slide shows a Critical Path Method diagram. Show information etc. here. Slide 15 : This slide presents a table for Project Planner. Slide 16 : This slide presents a calendar for Project Planner. Slide 17 : This slide presents an Activity planning chart. Slide 18 : This slide presents a Week scheduler. Show weekly reports, schedules etc. here. Slide 19 : This slide presents a Yearly scheduler. Show yearly reports, schedules etc. here. Slide 20 : This slide shows a Project Tasks Status Dashboard with- Tasks In Progress, Not Started Tasks, Complete Tasks. Slide 21 : This slide presents a Work Breakdown Structure with the following subheading- Fulfilment Customer Data Protection divided into- Project management, Scope narrative, Deliverable structure, Flow diagram, Schedule, Budget, Status reports, Regulations impact analysis, Regulations analysis and opinion, Summery of business impacts, Help desk process, Current state, Future state, System development, Large partner requirements, Technical requirement, Enhanced/ new EDI, Testing, Communication, Large partners, All other partners. Slide 22 : This slide showcases Stages of Project Planning such as- Starting the project, Carrying out the work, Closing the project, Organizing and preparing. Slide 23 : This slide shows Work Process with the following points- Assessment, Deciding Outcomes, Planning, Intervention, Evaluation. Slide 24 : This slide presents Project Team Management with relevant imagery and text boxes. State team specifications here. Slide 25 : This slide presents Project Planning and Scope with the following points- Discovery, Concept, Plan draft, Project plan, Release 1. Slide 26 : This is a Coffee Break slide to halt. You can change the slide content as per need. Slide 27 : This slide showcases a Project Timeline with examples such as- Develop draft strategy statements, Establish situation awareness, Identify key “themes” and “levers”, Learn principle of ideation, Make case for change build consensus, Finalize strategy statements, themes and levers, Learn to identify, plan and measure activities that will support the strategy, theme and levers, Plan activities, Engages activity owners, Develop final strategic plan. Slide 28 : This slide presents a Project Schedule in gantt chart form. Slide 29 : This slide presents Concept Development with the following subheadings- Augmented Product, Actual Product, Core Product. Slide 30 : This slide shows an Activity Network Diagram. Slide 31 : This slide displays Potential Delays In Execution with the following points- Execution difficulties, Misalignment between projects and their business objectives, Late or delayed projects, Dependency conflicts, Overlapping and redundant projects, Fragmentation, No accountability, Diffuse decision making, Unrealized business value, Resource conflicts. Slide 32 : This slide shows Risk Identification with- Identify, Analyze, Manage, Monitor, Improve, Report. Slide 33 : This slide shows Risk Identification with- Quantify risk, Develop response plan and solutions, Report on governance and culture, Implement and test, Review risk process, Identify & priorities risk, Monitor, Manage, Improve, Growth Profit Continuity. Slide 34 : This is a Risk To Project table. Slide 35 : This slide presents Project Progress Against Baseline Schedule in gantt chart form. Slide 36 : This slide shows Alternatives Evaluation. State about these aspects here. Slide 37 : This slide showcases Project Budgeting in pie chart form. Slide 38 : This slide presents Lean Project Management Icon Set. Use the icons as per need. Slide 39 : This slide is titled Additional Slides to move forward. You can alter the slide content as per need. Slide 40 : This is an About Us slide. State team/company specifications here. Slide 41 : This is an Our Mission slide. State your company mission here. Slide 42 : This is an Our Goal slide. State goals etc. here. Slide 43 : This is Our Team slide with names, designation and image boxes. Slide 44 : This slide shows Financial score. State financial aspects here. Slide 45 : This slide showcases a Dashboard. State kpis, metrics. Slide 46 : This is a Location slide showing global presence, growth etc. Slide 47 : This is a Timeline slide to show growth, evolution or milestones. Slide 48 : This is an Important Notes slide. Mark reminders, events etc. here. Slide 49 : This is a Newspaper slide. Show highlights, events etc. here. You can alter the slide content as per need. Slide 50 : This is a Puzzle image slide to show information, specifications etc. Slide 51 : This is a Target image slide to show targets, goals etc. Slide 52 : This is a Circular image slide to show information, specifications etc. Slide 53 : This is a Comparison slide to show comparison, information, specifications etc. Slide 54 : This is a Mind map image slide to show information, specifications etc. Slide 55 : This is a Venn diagram image slide to show information, specifications etc. Slide 56 : This is a Lego image slide to show information, specifications etc. Slide 57 : This is a Silhouettes image slide to show people related information, specifications etc. Slide 58 : This is a Hierarchy image slide to show information, specifications etc. Slide 59 : This is a Generate idea BULB image slide to show information, specifications etc. Slide 60 : This is a Matrix slide to show information, specifications etc. Slide 61 : This is a Magnifying glass image slide to show information, specifications etc. Slide 62 : This is a Quotes slide to convey company messages, beliefs etc. Slide 63 : This is a Funnel image slide to show information, specifications etc. Slide 64 : This slide is titled Our Charts to proceed forward. You can alter the slide contents as per need. Slide 65 : This is a Column Chart slide to show product/entity comparison, information etc. Slide 66 : This is a Line Chart slide to show product/entity comparison, information etc. Slide 67 : This is a Donut pie chart slide to show product/entity comparison, information etc. Slide 68 : This is a Bar chart slide to show product/entity comparison, information etc. Slide 69 : This is an Area chart slide to show product/entity comparison, information etc. Slide 70 : This is a Scatter chart slide to show product/entity comparison, information etc. Slide 71 : This is a Stock chart slide to show product/entity comparison, information etc. Slide 72 : This is a Radar chart slide to show product/entity comparison, information etc. Slide 73 : This is a Combo chart slide to show product/entity comparison, information etc. Slide 74 : This is a Thank You slide with Contact Numbers, Address# street number, city, state, Email Address.

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  • Masters degree in Marketing (with Honours), International Academy for Marketing and Management, Moscow, Russia
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  • Corporate Executive Coaching Diploma, TCA, London
  • CIPD Level 3 Foundation Certificate in Human Resources Practice
  • 15 years of international experience in HR management and People Development
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  11. What is Lean Project Management? 5 Principles [2024] ‱ Asana

    1. Identify value. The first core principle in the lean project management process is to identify your product value. To do this, you need to know your stakeholder. Sometimes you'll be creating project deliverables for internal stakeholders, while other times you'll have a customer who's an external stakeholder.

  12. Lean Management

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  15. Using Kata for Lean Management and Presentation Skills

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  18. Choosing Your WoW: The Situation Context Framework (SCF)

    The Situation Context Framework (SCF), an evolution of the Software Development Context Framework (SDCF), defines the contextual factors to consider when selecting and tailoring a situation-dependent way of working (WoW). The SCF is used to provide context for making decisions about how to organize your WoW to be fit-for-purpose.

  19. Prioritization Methods and Techniques

    The MoSCoW method is a highly widespread prioritization method which was popularized by Dynamic Systems Development Method (DSDM). The term MoSCoW has nothing to do with the capital of Russia. It is an acronym derived from the first letter of each of four prioritization categories - Must have, Should have, Could have and Won't have. [1]

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  23. Elena Marsh

    Elena Marsh. Masters degree in Marketing (with Honours), International Academy for Marketing and Management, Moscow, Russia. Personal Performance Coaching Diploma (ICF Accredited), TCA, London. Corporate Executive Coaching Diploma, TCA, London. CIPD Level 3 Foundation Certificate in Human Resources Practice. 15 years of international experience ...