Pamiętam go z Warszawy z 1984 roku, bo byłem znajomym jego ojca z SGPiS Wydział Ekonometrii. Był dzieckiem. Był to chyba rok 1983 lub 1984. W 2016 roku zorganizowałem spotkanie "przyjaciół". Ze świata ściągnąłem kolegę, który bardzo pomógł w życiu jego ojcu Grzegorzowi Kerstenowi. Kolega z Algierii pokonał kilka tysięcy kilometrów aby spotkać się z dawnym "przyjacielem". Już wtedy nie Grzegorz, ale Gregory, uprzedzony poł roku o naszym spotkaniu przyjął nas "na audiencji" 2 godziny. Po 30 latach niewidzenia się. Czy ten Grzegorz to nie zwykły ....... ?
A cost center is essentially allocated capital representing (mostly) people's time. People are then structured in teams. You can organise your teams according to products (you can read a book called Team Topologies for more on this). A product is managed by continuously assessing it's value and allocating time (money) to it according to the metrics outlined by the flow framework, as described by Mik in his book, which directly link your artifacts to the value streams of your product. Your organisation may realise that the product your team is managing isn't adding as much value as expected and so they could stop that product and rather focus on a new one, or otherwise see that there is unrealised value and invest more. The trap corporations fall in is that they don't adequately measure value, they only measure cost, as it's the easiest to measure. Cost is only a part of what should be measured.
Did I just listen to one of the well known and respected individuals in the product movement say, "the more new features we produce, the more successful we are" ?
reading the book and loving it, great short summary in this video as well, thanks!
Pamiętam go z Warszawy z 1984 roku, bo byłem znajomym jego ojca z SGPiS Wydział Ekonometrii. Był dzieckiem. Był to chyba rok 1983 lub 1984. W 2016 roku zorganizowałem spotkanie "przyjaciół". Ze świata ściągnąłem kolegę, który bardzo pomógł w życiu jego ojcu Grzegorzowi Kerstenowi. Kolega z Algierii pokonał kilka tysięcy kilometrów aby spotkać się z dawnym "przyjacielem". Już wtedy nie Grzegorz, ale Gregory, uprzedzony poł roku o naszym spotkaniu przyjął nas "na audiencji" 2 godziny. Po 30 latach niewidzenia się. Czy ten Grzegorz to nie zwykły ....... ?
Very exciting presentation! From BMW Lean manufacture to large-scale software delivery, we can leverage Lean Thinking and Principles.
This is really impressive. I want to work where this is implemented!
great stuff, this exactlly fits in with the devops paradigm but takes a more holistic approach. already bought your book
Thanks!
Super cool!
How do you actually budget for products if my org uses cost centers and annual capital planning?
A cost center is essentially allocated capital representing (mostly) people's time. People are then structured in teams. You can organise your teams according to products (you can read a book called Team Topologies for more on this). A product is managed by continuously assessing it's value and allocating time (money) to it according to the metrics outlined by the flow framework, as described by Mik in his book, which directly link your artifacts to the value streams of your product. Your organisation may realise that the product your team is managing isn't adding as much value as expected and so they could stop that product and rather focus on a new one, or otherwise see that there is unrealised value and invest more. The trap corporations fall in is that they don't adequately measure value, they only measure cost, as it's the easiest to measure. Cost is only a part of what should be measured.
Did I just listen to one of the well known and respected individuals in the product movement say, "the more new features we produce, the more successful we are" ?
Ha ha! Yeah, but he admitted it was a short-term compromise that he knew he'd have to pay for!
Thanks a lot for share
DOPE!