es_ESpt_BR

|

Cart

Login

Login
Carrinho

Making knowledge work visible

Paulo Caroli

5 Mar 2013 | Product Management

TAG:

kanban

Below is a photo of an agile team working.

It is a great example of knowledge work. Compare it with a manufacturing work on the photo below.

The knowledge work goes on inside a developer’s head. This makes it difficult to intervene if a developer needs help on the work at hand. If a task is going off track, the developer can spend lots of time without anyone on the team even being aware.

At a system level, knowledge work is often interconnected: one knowledge worker’s output is another knowledge worker’s input. For example, a software tester will validate the overall software behavior after a programmer updates a software feature. Making the work visible helps the process of knowledge work as a whole.

The Card wall makes the knowledge work visible for Agile teams.

Paulo Caroli

Paulo Caroli is an author, speaker, and consultant specializing in agile transformations, Lean Inception, and OKRs. With over 30 years of experience—including nearly a decade in Silicon Valley and 18 years at ThoughtWorks—he has helped organizations transition from project to product and from strategy to execution. Creator of the Lean Inception methodology and author of bestselling books like Lean Inception and Team OKR, Paulo is dedicated to empowering teams to align, validate, and deliver real business value.
Triple Track Development: Business Innovation Through Continuous Discovery and Continuous Delivery

Triple Track Development: Business Innovation Through Continuous Discovery and Continuous Delivery

,

Continuous Triple Track Development, comprising Business Strategy, Discovery, and Delivery, revolutionizes product development. Quarterly goals replace yearly plans, ensuring adaptability. Continuous Discovery delves deep into user needs, while Continuous Delivery swiftly transforms validated ideas into products. This synchronized approach fosters unprecedented collaboration, propelling teams towards collective success. It’s not just a methodology; it’s a strategic advantage, enabling businesses to innovate rapidly in today’s dynamic market.

read more
New Book Alert: How to Define, Prioritize and Refine User Stories using the Product Backlog Building Canvas

New Book Alert: How to Define, Prioritize and Refine User Stories using the Product Backlog Building Canvas

Introducing our enhanced book, “How to Define, Prioritize and Refine User Stories using the Product Backlog Building Canvas.” Evolving from its predecessor, this edition responds to valuable reader feedback, refining both content and title. Delve into the world of effective product development and user story management, discovering the integrated power of the PBB Canvas. Embrace an enriched reading experience and explore insights from thought leader Jeff Gothelf in the preface. Don’t miss a reader’s insightful review, preserved for wider readership. Join us on this journey of empowering user story craftsmanship, and witness the transformation of your product development goals.

read more
Product thinking strategy questionnaire

Product thinking strategy questionnaire

The questionnaire below elaborates on a few important aspects of product thinking, problem understanding, solutioning and strategic delivery planning.   I have used this questionnaire as part of a workshop on Product Leadership and Strategic Alignment. Basically,...

read more

Pin It on Pinterest