Tuesday, December 21, 2010
Kanban and the DoI
In 2004 I was involved with a group of recognized professionals in the field of project management who came together to define what agile project management ought to mean. The outcome of those meetings was a statements of values, published in February 2005, given the name Declaration of Interdependence. While I’m not in love with the name and find it rather pompous, I find the content of the Declaration has stood the test of time over 6 years. While the declaration sought to define a value system by which modern 21st Century project managers should live, it’s secondary purpose to galvanize a community around general application of agile project management failed to materialize. Five years on, it is worth reflecting on my contribution to the DoI and how it aligns with the Kanban work that I am best known for since then.
Declaration of Interdependence
We are a community of project leaders that are highly successful at delivering results. To achieve these results:
- We increase return on investment by making continuous flow of value our focus.
- We deliver reliable results by engaging customers in frequent interactions and shared ownership.
- We expect uncertainty and manage for it through iterations, anticipation, and adaptation.
- We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.
- We boost performance through group accountability for results and shared responsibility for team effectiveness.
- We improve effectiveness and reliability through situationally specific strategies, processes and practices.
[©2005 David Anderson, Sanjiv Augustine, Christopher Avery, Alistair Cockburn, Mike Cohn, Doug DeCarlo, Donna Fitzgerald, Jim Highsmith, Ole Jepsen, Lowell Lindstrom, Todd Little, Kent McDonald, Pollyanna Pixton, Preston Smith and Robert Wysocki.]
