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Personal Kanban: Mapping Work | Navigating Life (English Edition)
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Personal Kanban: Mapping Work | Navigating Life (English Edition) [Format Kindle]

Tonianne DeMaria Barry , Jim Benson
5.0 étoiles sur 5  Voir tous les commentaires (1 commentaire client)

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Descriptions du produit

Présentation de l'éditeur

Machines need to be productive. People need to be effective. Productivity books focus on doing more, Jim and Tonianne want you to focus on doing better. Personal Kanban is about choosing the right work at the right time. Recognizing why we do the things we do. Understanding the impact of our actions. Creating value - not just product. For ourselves, our families, our friends, our co-workers. For our legacy. Personal Kanban takes the same Lean principles from manufacturing that led the Japanese auto industry to become a global leader in quality, and applies them to individual and team work. Personal Kanban asks only that we visualize our work and limit our work-in-progress. Visualizing work allows us to transform our conceptual and threatening workload into an actionable, context-sensitive flow. Limiting our work-in-progress helps us complete what we start and understand the value of our choices. Combined, these two simple acts encourage us to improve the way we work and the way we make choices to balance our personal, professional, and social lives. Neither a prescription nor a plan, Personal Kanban provides a light, actionable, achievable framework for understanding our work and its context. This book describes why students, parents, business leaders, major corporations, and world governments all see immediate results with Personal Kanban.

Biographie de l'auteur

Jim Benson's 20 years since university have seen him build light rail systems and neighborhoods as a urban planner, enterprise software and web sites for major government agencies as the owner of Gray Hill Solutions, and, most recently, as a collaborative management consultant helping create better working environments for teams of all sizes. The common thread in his history has the physical, regulatory, technological, emotional and political boundaries of community. Jim has worked with corporate, government, and not-for-profit organizations of all sizes. Taking Lean principles from manufacturing and Agile methodologies from software design, Jim Benson and Modus Cooperandi help individuals, teams, and organizations design collaborative systems. These systems are often built using social media technology as an enabler for communication and collaboration. Tonianne DeMaria Barry’s consulting career spans the fashion industry and government agencies, non-profit associations and Fortune 100 corporations, start-ups and international development. Her academic training in history lends itself well to management consulting, where she contends that especially in business, the present value of the past is often under-appreciated. Forever asking Why and How things happen, she helps her clients uncover, analyze, and interpret their institutional artifacts. Leveraging the stories and values embedded within an organization’s culture, she helps individuals use their history to establish priorities, achieve goals, and make informed and innovative decisions. Much like Personal Kanban itself, she wants her clients to acknowledge their past and present contexts, appreciate the interconnectedness and flow of events, and extract lessons from the patterns which emerge so they can better plan for the future.

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Commentaires client les plus utiles
3 internautes sur 4 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Une autre façon de s'organiser 7 juin 2012
Le kanban n'est pas nouveau, il est utilisé dans de nombreuses entreprises pour organiser les flux logistiques de façon relativement efficace. L'auteur nous propose d'adapter cette technique à notre façon de travailler ou de gérer les mille choses qui remplissent notre vie. Plus qu'un outil, c'est une approche, une vision de notre façon de travailler qui est proposée.
Sous une forme simple et avec très peu de moyens, vous apprendrez à voir vos activités sous une forme différente, à optimiser vos actions... et à libérer plus de temps pour tout le reste.
Une méthode de plus ? Peut-être, mais si les autres ne vous conviennent pas, que vous passez plus de temps à essayer de gérer vos listes et autres outils de GTD, pourquoi ne pas essayer de revenir à des choses simples ? Lisez-le et testez la méthode avant de donner un avis négatif.
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Commentaires client les plus utiles sur (beta) 4.1 étoiles sur 5  75 commentaires
146 internautes sur 155 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Converted Cynic 28 avril 2011
Par Amazon Customer - Publié sur
Format:Broché|Achat vérifié
I have seen it all. From the primitive todo to the philistine Covey to digital GTD to the nothing-there ZTD, I am confident saying that there is nothing I have wasted more of my time on than studying how not to waste more of my time. I have active accounts with AppoloHQ, Nirvana, Producteev, HiTask, RTM, TeamLab, PlanBox and a gazillion other task management websites. I approach each of these methodologies and implementations with a cynical eye. I do not inherently trust any "system" and quickly pshaw them right out of the box. But I hang on. I hang on to the hope that as my brain begins to drop more information than it picks up, I will eventually find something that will work.

The prerequisites are simple:

1. No part of this process should take more than 10 minutes to implement
2. It needs to be visual
3. It needs to be visible!
4. I should never be in a position where I say "If only I had an internet connection" or "If only I had my laptop" or "If only my Circa Rhodia pad come unlined."
5. At the "end of the day," I need to be able to report on and measure my performance. We are all accountable for what we produce. My goals are directly tied to what I can accomplish.
6. It's got to FEEL good. Metrics aside, if it is ugly, cumbersome or "kludgy," it will never be a tool for me. I seek beauty through simplicity.
7. It can't be binary. Use it or not, there has to be room for a transition.
8. It should not be mutually exclusive to any other system. If I want to implement Next Actions or Covey's big rocks/little rocks, or a universal capture tool (ie Evernote), then nothing should stop me from doing that.

Perhaps those prerequisites were not so simple after all as it seems that no one was able to meet those criteria. Then came a breath of fresh air within the pages of Personal "Kanban - Mapping Work | Navigating Life." What Tonianne and Jim have done is create the most unnecessary book ever. Because with no more than a few words, anyone can begin using Personal Kanban within a few minutes. Of course, far from an unnecessary book, this book expands on the methodology with insight into how PK evolved from Lean manufacturing principles. It proceeds to discuss the human side of why things don't get done which is the ultimate Achilles' heel for many people...certainly my Achilles' heel.

What PK has managed to do for me is bypass the normal procrastination techniques, missing organizational DNA and the inability to hold greater than two items in my head simultaneously. PK is becoming my "staging area." It is the first thing I do in the morning as I make conscious decisions about what must happen by the end of the day. It feels as natural as what all of us do when we scribble a note on a post-it and stick it to our monitor. But instead of a collage of post-its, PK takes simplicity and mashes it with effectiveness to create a disarmingly simple process.

Tonianne and Jim have done all this in a well-written book with simple examples but it is NOT an oversimplification. It is real, it is beautiful, it is doable and it is waiting for you. Pick up the book today and stay tuned for wonderful to happen.

UPDATE: One year later and I still find myself returning to PK as my method of "Mapping my work." I still investigate other methods and am forced to follow another approach at work, but find myself craving and returning to PK. I Have since reread the book 2 more times and am still picking up new information. I have recommended it to friends and coworkers. When all around me seems to spin out of control, it is so refreshing to turn around in my seat and see my personal Kanban board waiting for me. I have a "customized" whiteboard at work where I've used artist's tape to create my lanes and I bought my own colorful sticky notes, sized appropriately for my writing style. Each color represents a separate project. If I do nothing else but LIMIT MY WORK IN PROGRESS, I already begin to breathe easier. The grace of this system cannot be overstated.
65 internautes sur 68 ont trouvé ce commentaire utile 
3.0 étoiles sur 5 A good idea sold in too many pages 27 août 2011
Par Flavius Stef - Publié sur
Format:Broché|Achat vérifié
The book in a nutshell: create a backlog of your work, add a kanban board (columns: "backlog", "ready", "in progress", "done"), limit your work in progress to a number you determine by trial and error and retrospect periodically to understand what factors influence you to be effective/ineffective for a certain type of task. Adapt.

I think the process suggested (previously defined by David Anderson in his Kanban book; previously developed by Toyota for manufacturing) is valuable, and has made me give up my to-do lists. On the other hand, I don't think you need a whole book to explain it, a simple (if longer) blog post would be sufficient.

The idea I found most valuable was to strive for effectiveness rather than productivity. That is: try to get things done instead of trying to keep yourself busy.
41 internautes sur 44 ont trouvé ce commentaire utile 
2.0 étoiles sur 5 *UGH* Wordy wordy wordy wordy wordy 25 août 2012
Par joe bradley - Publié sur
Format:Format Kindle|Achat vérifié
I should point out that this is a review of the book, NOT about the ideas contained herein. Lest you think this is unfair, there are
other books that touch on kanban that do it in a handful of paragraphs rather than hundreds of pages. I have no idea how many pages this book has - I gave up after the first hundred.

Unfortunately, you could derive the same benefit by glancing through summaries people have written about the ideas contained in the book.

Now you may say: "But you could say that about any personal productivity book!" Yes, you could, but you would derive more benefit reading some books. I read Steven Covey's "7 Habits" book (or whatever it was called) and I got a lot out of it even after hear someone else describe the points to me. And I read "Getting Things Done" after reading blog posts about them. And both cases, reading the entire book was very enlightening, as they described in great detail the problems that arise when you try to apply method in real life - things that knock you off track, things you can do to get started, very specific guidance for common cases, etc.

This book doesn't do that. It spends it's entire time SELLING the method. A point is made early in the chapter, and then the guy spends the entire time talking about how %#%@% great it is, and how some buddy of his used it to make his life better, etc. It's as if you bought a Dyson vacuum cleaner, and instead of it coming with the 1-sheet illustration showing how to do it, it instead came with instructions embedded in piecemeal inside a 30 minute infomercial selling you on the !%@% vaccuum cleaner you just %&$#&%$# bought!!! Feh.
31 internautes sur 35 ont trouvé ce commentaire utile 
1.0 étoiles sur 5 Missed oportunity, complete disappointment 28 novembre 2012
Par roman400 - Publié sur
Format:Format Kindle|Achat vérifié
I have to say first that my expectations of this book were quite high. Given the information on authors' site ( and a lot of good reviews here at Amazon, one would expect to get a book full of practical examples with a lot of advice how to practice Personal Kanban (PK). Nope, this book is a missed opportunity. Sad but true.

As the other one-star reviews already stated, you get all you need (PK basics) in the first few chapters. There were some useful examples, but all the book chapters are much, really much too wordy. As the book progressed, I used to highlight less and less ideas in this book.

In Chapter 1 "The basics of PK" you will get all the necessary information to start with PK. Two basic rules are introduced: "Visualize your work" and "Limit your WIP". Short description of why PK is personal and what is the "value stream" (flow of work through PK) follows.

In chapter 2 "Building your first PK" you will get a short info about what you need (whiteboard, pens, stickies), next the basic value stream READY-DOING-DONE and backlog are introduced, then are described reasons to limit your WIP and the importance of reflection (retrospective). Finally, some PK boosters are introduced: PEN and TODAY columns. This is the last really useful chapter of this book (yes, it is really only chapter TWO!).

Chapter 3 titled "My time management is in league with the freeway" elaborates a little bit on WIP limits, and clarity is introduced (what you really want to achieve, preferably using PK). Next, a bucket of dirt is splashed on the "good-old" TO-DO lists. This was the point, when the book started to become really boring and effectively almost useless.

Chapter 4 titled "Nature flows" elaborates on value stream, work flow and introduces the terms of cadence (intensity of completing your work in PK) and slack (always have a little time free in your PK daily schedule). I do not find it any useful, practical or important information is missing in this chapter.

Chapter 5 titled "Components of quality life" (what a name!) begins with really horrible story of one of the book authors. I agree, the fate hit her very hard. But what will be her THE "lifesaver" during disaster recovery? Yes, you guess it! Personal Kanban! Few words have been said there about productivity, efficiency and effectivity. You can find similar information in almost any similarly targeted (time/task management) book. Nothing new here... Again.

In chapter 6 "Finding your priorities" you get a little more information on prioritization and setting the right task size (could this be defined universally?). Next, short info comparing PK to "urgent/important quadrants", Covey's matrix and GTD priciples is presented. It was neither interesting, neither useful comparison (for me at least). In the end metrics are described (much words, little practical value).

Chapter 7 called "Strive for improvement" elaborates on clarity principle, applying it to Maslow's "Hierarchy of Needs" pyramid. Quite an overkill for me. Next come course corrections (do not plan too early and be ready to adjust your course slightly at any time), introspective (analyze your work) and RETROSPECTIVE colums is introduced (allows analyze your work retrospectively). Not of a big use for really "personal" usage of PK, I think.

And that's it! Next comes final chapter "Endgame" where you can find one of this two takeaways: "We can't (and shouldn't) do more work than we can handle." How would that be possible? Where is the physics? Am I the only one who is missing something?

Appendix A "PK design patterns" contains one (yes, only one!) practical story of adjusting PK to someone's personal needs. But why only one single story? What a pity! Few additional approaches (sequestering/large projects/emergency response/time capsule/balanced throughput) are being described next, but I definitely expected (and really missed) much more practical examples.

Appendix B "PK and social media" contains very short website/Facebook/Twitter/blogging information and links to some of the media. You can fin find much more just by googling for "PK" yourself. Next come Acknowledgements and About... sections. That's it. Book ends...

The foreword of this book titled "The agony of crisis management" by retired CIA HR deputy suggests that the PK is THE lifesaver for today's world in chaos. It's quite bold statement, I think. About the book itself, it says: "It belongs on the bookshelves, Kindles and iPads of every student of healthy personal and professional productivity." I wish this would be true, but - unfortunately - it is not.

It's up to you, if you will buy this book or not. Should I know this in advance, I would definitely not! There is a catastrophic shortage of practical examples. After all, authors are long time PK users (they stated this in the book) and they run also consulting services. So, during their 10+ years of using PK, they have to have a LOT of useful, practical examples. Where are they?

To conclude: as some other reviewers already stated, there is only a little info in this book, that you cannot find for free anywhere else on the Internet (mainly on numerous PK-related blogs). For me this book was a complete dispappontment. I really wanted to get a more practical information of using Personal Kanban. Missed opportunity...
30 internautes sur 36 ont trouvé ce commentaire utile 
2.0 étoiles sur 5 A little too much on why, much too little on how 3 juin 2011
Par Xavier - Publié sur
I expected this book to be much more practical than it is.

After reading its second chapter ("Building Your First Personal Kanban"), I was sold on the idea, but, at the same time, filled with practical doubts: what task sizes should I start with? how should I handle recurring tasks? or multiple workspaces? or multiple customers/projects? or collaboration in a team or in a household? or...?

I kept reading, eager for more clarity. Instead of getting answers, I mostly found claims about why Kanban boards are great while to-do lists are evil. I got more and more uncomfortable as I kept craving for answers and examples. At Appendix A, some practical advice was found again; unfortunately, it was too short and came too late.

If you get this book, my advice would be to read Appendix A ("Personal Kanban Design Patterns") just after Chapter 2.

The book is in black and white, and the pictures have no captions and are often unreadable.

I don't have many takeaways from the book. Regarding practical aspects, it does not provide more info than the one that you can get from the book's or the authors' web sites. Regarding the principles, I did enjoy several discussions, specially those related to the need for context, the need for clarity, and an interesting perspective on Stephen Covey's quadrants and priorities.
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