Project Place - lean and agile
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Project Place - lean and agile

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There has been a lot of interest about Agile in recent years, mainly due to the success in the IT industry; however there is a lot of interest in applying the Agile methods to other types of ...

There has been a lot of interest about Agile in recent years, mainly due to the success in the IT industry; however there is a lot of interest in applying the Agile methods to other types of environment, not just IT.
This conference uncovered some of the myths around Agile, discussed how Agile can be scaled to large complex projects, looked at case studies, talked about Lean Agile and fed back what governments think about Agile.
The presentations sparked some interesting debates, even between the speakers, but soon some common themes started to emerge from each of the presentation.

Agile is not a methodology – it is a way of thinking. There are Agile methods, ranging from project management methods to software development methods but the agile manifesto, which was mentioned almost be every speaker, does not actual prescribe anything.

Being agile is not an excuse to avoid doing things, like planning and risk management. Being agile has a lot of parallels to Lean – you do what needs to be done, no more and no less.

Agile is not new, Julius Caesar used agile, he just did not call it agile. There are a number of companies and projects who are agile, but did not realise it and jumped on the band wagon when a name was given to their behaviour.

Agile is about giving your customer what they want, regardless of what it says in the contract - they have the right to change their minds. Agile is about people and collaboration, not the processes or tools although these do help to be more agile.

After lunch, we had a presentation from Project Place and learnt about their latest collaboration tools, including KANBAN boards. The idea is not new, Toyota have been using them for decades, but they have been given a new digital face lift.

Finally, thank you to our sponsors Project Place, DSDM and APMG, to the speakers for giving up the valuable time for free, and to Anna and Nigel for their support in pulling the event together.

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  • Welcome to Projectplace <br /> <br /> Användningen av visuella projektledningsverktyg för kollaborativ planering – exempelvis Kanban- och scrumtavlor – blir allt populärare i alla typer av organisationer: från tillverknings- och programutvecklingssektorerna till ekonomi- och tjänstesektorerna, exempelvis hälsovård, marknadsföring, HR och juridik. Hur hanterar och anpassar man sig till den här löpelden av visuella verktyg? <br /> Eller ännu viktigare: Hur kan digitala Kanban-tavlor hjälpa dig och din organisation till större framgång? <br />
  • <br /> Projectplace has always been a first mover, breaking new grounds for efficient collaboration. Projectplace pioneered cloud-based collaboration 16 years ago. <br /> <br /> We are a multi-cultural company with over 170 people of more than 30 nationalities, employed in 8 countries. <br /> <br /> The value of Projectplace has been experienced by nearly 1 million users on close to 145,000 projects worldwide. <br /> <br /> We all share the same passion – collaboration excellence.
  • <br /> Let’s have a look at the Projectplace collaborative tool. The tool we created to empower people and organizations to reach their goals. <br /> <br /> <br />
  • So let’s look at the main trends and challenges organizations are facing today. <br />   <br /> Ecosystems – businesses are not run in isolated production silos anymore. You need to engage and work directly with the best partners and the most important stakeholders and customers, ss if you were one organization. Otherwise you will miss opportunities, knowledge and speed. <br />   <br /> This means that almost all information workers are part of multiple teams, internally and externally. This trend will increase in the future since companies need to become better at finding the best competence mix to stay competitive. <br />   <br /> Efficiency demand will continue to increase, every year, month and day. Someone else is always thinking of how your business can be done with higher productivity and competitive edge. <br />   <br /> With all these business trends, there is only one way of doing business in the future. A way that is adapted to tomorrow’s reality where people, companies and businesses find their own ways regardless of the structures set. <br />   <br /> This new way of doing business is… <br />
  • We are a collaborative species. That’s why we have taken over the planet. <br /> <br /> In fact our “cognition” (thinking) is silent spoken language and is thus a spinn-off of the ability developed from human cooperation by aligning behavior through speech. <br /> <br /> When we designed the original Projectplace system, we were inspired by John Searles Speech Act Theory - a theory that describes how people cooperate using language. <br /> <br /> The Speech Act Theory was the original core in the early Projectplace System. It has inspired us to understand that it is important that all involved in a project can follow what is happening, all individual actions and all the commitments people make to each other. <br /> <br /> Therefore every action or commitment in every project is stored for ever in Projectplace (if you do not delete the project of course . This data is for instance used to compile mails that is automatically send out to every project member every morning. These mails are very important in the early phase of a project. It not only shapes behavior, it also involves and engages people. Engagement – the key to succeed with any human effort! <br /> ------------------ <br /> However new technology enables new kinds of collaborative tools. <br /> <br /> And I would like to tell you about an important tool we think is a catalyst and symbol of a big management trend: <br /> <br /> The Digital kanaban board....................> <br /> <br /> <br />
  • In fact modern behavior science and neuroscience is the only real foundation for ”management and organizational theories”. <br /> <br /> The role of the project manager? <br /> <br /> To enable people to align behavior with the project purpose buy shaping behavior of themselves and others. <br /> <br /> That is what ”social technology” is all about. When we realize that social technology can actually very effectively shape our behaviour. <br /> <br /> Some basics when we apply behavior analytics --------
  • <br /> So how can we use social technology to leverage this knowledge? <br /> <br /> It is actually quite simple: You just add “modern social features to the Digital kanban boards”----------
  • Digital kanban boards gives managers and stakeholders visibility without hassles for the team (reducing organizational complexity, number of meetings, etc.). <br /> Transparency/Visibility (”Jidoka” in the Toyota Production System) <br /> <br /> They also gives everybody in the team full insight into who is doing what and what is most important to do right now. This fosters accountability and enables individual initiatives, without managers losing control–it increases perceived control through transparency. <br /> <br /> Moreover, they eliminates turf wars since everyone has access to the same information. <br /> ---- <br /> Let me show you have this works. <br />
  • Lean & Agile and Kanban are concepts that are a part of the same management megatrend. <br /> <br /> Yes, it is a megatrend due to that it has been going on for more than 30 years. <br /> <br /> Nonlinear management (NLM) is a superset of management techniques and strategies that allows order to emerge by giving organizations the space to rapidly self-organize, evolve and adapt, encompassing Agile, "evolutionary" and "lean" approaches, flextime, time banking, as well as many others. Key aspects of NLM, including holism, evolutionary design or delivery, and self-organization are diametrically opposite to linear management thinking within classic “scientific management”. <br /> <br /> Lets look at some of the most important values and principles.....> <br /> <br /> This values and principles are derived from best practice. <br /> <br /> <br /> <br />
  • Reduce waste and add value = reduce cost without lack in quality. Working Lean is a mindset, a team culture <br /> What is waste/muda? – waiting, inventory, movement, over production, over processing, defects <br /> Communication – encourage users to add value by commenting on documents, cards, posts etc <br /> Visual mng – visualizing needs and targets are key in Lean, Kanban, Timeline <br /> Standardization – use project and/or document templates, use best-practice <br /> Kaizen – continuous improvements, ”low hanging fruits” – WIP in Kanban, any bottlenecks? <br /> Collaborate. <br />
  • Is this not just for technical stuff? Thing engineers are doing? <br /> <br /> Values, principles and methods is spreading like a wildfire. If you google it you can see the concept in many industries, in healthcare in marketing departments, advertising agencies and even law firms. <br /> <br /> The interesting thing is that visual management techniques like Kanban Boards is even more beneficial in service and knowledge work. (The work is imaginary with very little direct physical representation). <br /> <br /> So kanban boards is spreading very fast within many type of work, and especially within project management. <br /> <br /> It is spreading so fast that the largest community for project leaders is changing name.....-------------------- <br />
  • <br /> The purpose of the slide is to engage in a friendly discussion with the customer, to better understand their pains. Talk around the slide with a twinkle in your eye. <br /> <br /> Let’s quickly check the relationship between your organization’s agility and speed at which your organization’s strategic initiatives are implemented. Would you say your organization is agile – meaning able to respond quickly to changing market and internal dynamics? <br /> <br /> If the customer responds Yes, reward them by saying they are ahead of the game. <br /> If they respond no, encourage them by saying only 15 percent of organizations report high organizational agility, and that there is help. <br /> <br /> Organizations that are highly agile - and able to respond quickly to changing market dynamics, complete more of their strategic initiatives successfully than slower, less agile organizations (69% versus 45%). <br /> (Simply put : Agile organizations complete 69% of their strategic initiatives. Non-agile organizations complete only 49% of their strategic initiatives.) <br /> <br /> Source: PMI’s Pulse of the Profession: The High Cost of Low Performance February 2014 <br /> <br /> Let’s talk about how project collaboration can lead to a competitive advantage. Let me tell you how we at Projectplace think. <br />
  • ------------ <br /> Listen very carefully, because in these 30 min I will explain to you what a kanban board is and why this working method is spreading so fast. <br /> <br /> In fact I will do it quite scientifically , using my background in academic research. Because I am convinced that this is not just a temporary trend, but a true project management paradigm shift that will affect many of you. <br /> <br /> First: What is a ”Kanban Board”? ---------------- <br />
  • What is a Kanban board? <br /> Kanban is derived from the Japanese words: <br /> kan = visual signal, ban = card <br /> <br /> Originated from The Toyota Production System Kaizen/Kanban/  Lean production, lean product development <br /> <br /> What is so special with the ”to-do-board”? A to-do-list with columns? <br /> <br /> <br /> In the late 1940s, Toyota found a better engineering process from an unlikely source: the supermarket. They noticed that store clerks restocked a grocery item by their store’s inventory, not their vendor’s supply. <br /> Only when an item was near sellout did the clerks order more. The grocers’ “just-in-time” delivery process sparked Toyota engineers to rethink their methods and pioneer a new approach—a Kanban system—that would match inventory with demand and achieve higher levels of quality and throughput. <br /> <br /> So how’d they do all that? <br /> <br /> In simplest terms, by better communication through visual management. <br /> <br /> Kanban is Japanese for “visual signal” or “card.” Toyota line-workers used a kanban (i.e., an actual card) to signal steps in their manufacturing process. The system’s highly visual nature allowed teams to communicate more easily on what work needed to be done and when. It also standardized cues and refined processes, which helped to reduce waste and maximize value. <br /> <br /> Toyota introduced and refined the use of kanban in a relay system to standardize the flow of parts in their production lines in the 1950s. <br /> Kanban was one of several tools Toyota developed to ensure that inventory was based on actual customer orders rather than managerial forecasts. (See lean production.) <br /> Kanban starts with the customer’s order and follows production downstream. Because all requests for parts are pulled from the order, kanban is sometimes referred to as a "pull" system. <br /> <br /> 1. Visualize Work <br /> By creating a visual model of your work and workflow, you can observe the flow of work moving through your Kanban system. Making the work visible—along with blockers, bottlenecks and queues—instantly leads to increased communication and collaboration. <br /> 2. Limit Work in Process <br /> By limiting how much unfinished work is in process, you can reduce the time it takes an item to travel through the Kanban system. You can also avoid problems caused by task switching and reduce the need to constantly reprioritize items. <br /> 3. Focus on Flow <br /> By using work-in-process (WIP) limits and developing team-driven policies, you can optimize your Kanban system to improve the smooth flow of work, collect metrics to analyze flow, and even get leading indicators of future problems by analyzing the flow of work. <br /> 4. Continuous Improvement (Kontinuerlig förbättring) <br /> Once your Kanban system is in place, it becomes the cornerstone for a culture of continuous improvement. Teams measure their effectiveness by tracking flow, quality, throughput, lead times and more. Experiments and analysis can change the system to improve the team’s effectiveness. <br /> <br /> <br /> Agile software companies has since developed the digital kanban board and this way to organize and execute work is now common practice within Agile and Lean. <br /> <br /> <br /> Kanban accomplishes these things by introducing constraints into the system to optimize the flow of value. <br /> Flow is king. <br /> Just remember that you want to focus on the flow of VALUE! If you have great flow but what’s being sent through isn’t valuable then your work has been for naught. <br /> If you can’t get your business value flowing out the door consistently, your business is not performing optimally. <br /> In addition to the above, by focusing on flow, Kanban resets your brain to value finishing over starting. <br /> Stop starting and start finishing! <br /> It sounds like common sense right? <br /> Well, if you’re like most developers you have been conditioned into associated your value by what you have started. <br /> Kanban reminds you to stop starting and start finishing! <br /> <br /> Kanban has 9 things you need to know. They are broken down into four basic principles (how you need to think) and five for properties (what you need to do). <br /> Basic Principles <br /> 1) Start with what you do now <br /> The Kanban method does not prescribe a certain setup or procedure. You can overlay Kanban properties on top of your existing workflow or process to bring your issues to light so that you can introduce positive change over time. This makes it very easy to begin a Kanban implementation as you do not have to make sweeping changes. <br /> 2) Agree to pursue incremental, evolutionary change <br /> The Kanban method is an approach to change management that is designed to meet minimal resistance. Therefore it encourages continuous small incremental and evolutionary changes to your current system. Sweeping changes are discouraged because they generally encounter increased resistance due to fear or uncertainty. I call it “baby steps to awesomeness!” <br /> 3) Respect the current process, roles, responsibilities & titles <br /> Kanban recognizes that there may be value in the existing process, roles, responsibilities, & titles. You have existing pieces in they way you do what you do that are working properly and worth preserving. Kanban doesn’t prohibit change, but it doesn’t prescribe it either. If you do make changes, Kanban encourages incremental change. Incremental change doesn’t create the level of fear that impedes progress, which allows you to be broader support for your Kanban implementation. It also makes it easier to implement Kanban. Small course corrections are also just inherently easier than altering the complete process. <br /> The first three principles were chosen specifically to avoid emotional resistance to change – David J Anderson <br /> 4) Encourage acts of leadership at all levels <br /> Say hello to the newest Kanban method basic principle! It is something that is espoused in many methodologies and the Kanban method is no exception. You don’t need to be a team lead or an executive to be a leader. Some of the best leadership comes from everyday acts from people on the front line of their respective teams. Everyone needs to be fostering a mindset of continual improvement (kaizen) to reach your optimal performance as a team/department/company. This can’t be a management level activity. <br /> <br /> <br /> <br /> And is this not just for technical stuff? Thing engineers are doing? <br /> <br /> It is spreading fast to new business areas, organization types and industries ------------ <br />
  • Here is one of the original kanban boards in Toyota..
  • These are the key parameters that will help your organisation acheive success with the use of Kanban Boards: <br /> <br /> The picture shows a six column kanban board.. <br /> To dive down into what a Kanban board is and the history...--------
  • Multi-tasking for some has become a new activity in and of itself. <br /> Certain employers even require “multi-tasking” as a skill. <br /> And most multi-taskers out there truly believe they can efficiently handle several tasks at the same time. <br /> <br /> But is it really possible? We’d like to think so. Except that the scientific research on the subject is categorical: human beings are not physiologically wired (at this point in time) to perform more than one task at the time. It is simply impossible neurologically. <br /> <br /> You can Google this, it is a very popular subject with a lot of research around. <br /> <br /> Cognitive impairment – lätt minnesförlust , en kognitiv försämring. Tro mig jag är mästare på detta; min mamma brukar säga till mig; ”det man inte har i huvudet får man ha i benen... ” ....Och jag har sprungit, det kan jag lova! Detta är självupplevt! <br /> <br /> So, How can you limit your work in progress?
  • The key is the visablity (transparency) and the visualization in itself. <br /> <br /> Psychology, Behavior and neuroscience can explain why visual management tools like this is working so well <br /> <br /> It boils down to reducing complexity, improve communication and learning. <br /> But lets start with a real example -----------------  <br /> <br />
  • - The digital board works as a gathering point for the team to discuss current issues, problems and ”wins” to reach consensus and increase engagement. <br /> <br /> The projection psychological effect, uncomfortable feelings are more easy to handle when they are ”projected on a shared board”. (Talk about death). <br /> <br /> ”projection involves imagining or projecting faults onto something else, than your own thoughts and feelings” <br /> <br /> Its all about efficiency through efficient behavior! (Transparency/Visibility = ”Jidoka” in the Toyota Production System) <br /> ) <br /> The REAL key to succeeding with projects -------------- <br /> <br /> <br />
  • To explain what is happening here we need both traditional psykology and new behaviour science. <br /> <br /> Psycology: <br /> The Zeigarnik Effect promotes follow-through and <br /> <br /> Behaviour Science: <br /> Positive feedback from your peers re-enforces the beheviour. <br /> <br /> ---->The zeigarnic effect – <br />
  • <br /> Make sure to ask if the customer is familiar with the concepts of Agile and Gantt. If not, explain. <br /> <br /> Gantt. But not just any. Agile Gantt. <br /> <br /> Agile Gantt = goal-driven planning with a social approach. <br /> Gantt that helps keep your plan alive and your team on track.
  • Here you can see our own scheduled improvements (deliverables) of the Projectplace product. <br /> <br /> Lets click on this ”Timline Details 3”. I want to know what is going on. I can se that only half of the (work) cards are done so far. <br /> I click on the (team board) that has most cards not done.... <br /> And I get a complete overview of who is doing what right now. <br /> <br /> All work is completly transparant to me and as a manager I have total control!! <br /> <br /> Isnt this pretty cool/amazing? <br /> <br /> -------- <br /> One final thing. <br /> <br /> I read a research report two years ago about using kanban boards in knowledge work, how well it was working , but also how hard it was to keep the post-it notes on the wall. The researcher came to the conclusion that it would be great to have a software solution. <br /> <br /> But also that the computer screen was to small. <br /> <br /> I draw the conclusion that this particular researcher was not that interested in new consumer technology like the recently introduced iPad and the coming very large TV-screens. <br /> <br /> May I present the ------------->>>  <br /> <br /> E <br /> .....--------- <br />
  • <br /> Projectplace is a leading provider of project collaboration tools in the cloud. <br /> <br /> Since 1998, when the company was founded, we’ve been at the forefront of providing online collaboration tools to help people and organizations achieve goals together. <br /> <br />
  • <br /> Projectplace offers a wide range of powerful and social features that boost commitment, engagement and project productivity. All in one collaborative, agile and easy-to-use tool.
  • <br /> Let’s have a closer look at each of the three cornerstones of the Projectplace all-in-one tool. <br /> <br /> Project management & execution <br /> <br /> Projectplace provides a complete solution for managing time, deadlines, work tasks, teams and people - all in a secure online project collaboration software. Simply put, everything you need to get your projects and activities completed in the most efficient way.
  • Projectplace is unique in combining high-level Gantt planning & detailed activity planning with kanban boards. <br /> <br /> This provides a truly holistic view of collaboration from planning to execution. <br /> <br /> At Projectplace we talk about the importance of transparency, but also about control. We believe the two go hand in hand. The more you know about who does what and what the status of different activities is (transparency), the better sense of control you have at all times (control). <br /> <br /> Combined with project execution tools, we offer portfolio and resource management in the PPM solution Projectplace eXtended.
  • Represented in this image here. As an example the key here – might be part of a story including security message. Or the lightning in cloud – representing something really powerful or an energy discussion. There are basically no limits in to what it can be used for. <br /> <br /> Value creation: We enable people & organizations to reach their goals, systematically, effectively <br /> <br /> Pioneering: One of the first companies to offer SaaS. Set the standard for people-centric collaboration tool. <br /> <br /> Secure: Top level, certified data protection. Servers based in Sweden. Collaborate beyond the firewall <br /> <br /> People centric: built around how people actually collaborate. Visual and intuitive. <br /> <br /> Cutting edge: Constantly evolving, improving all the time, incorporates customer changes, you always have the “latest and greatest” version
  • För att summera: <br /> <br /> Vi har pratat om varför man bör begränsa arbetet och tillåta fokusering <br /> <br /> Vi har tittat på vad kanban är, vad det kommer ifrån och dess fördelar <br /> <br /> Vi har även tittat på möjligheter att koppla samman exekvering och planiering

Transcript

  • 1. Projectplace Paul Bamforth | UK Country Manager| paul.bamforth@projectplace.com Lean & Agile Empower your teams and increase collaboration with digital technologies
  • 2. Agenda Introduction About Projectplace Management – Shaping of human behaviour Lean & Agile Kanban – a collaboration trend Summary
  • 3. 143,292 registered users 927,187 Founded as one of the world’s first SaaS companies 1998 170 number of projects in people-centric collaboration employees in eight countries Pioneer uptime 99.97% Average service
  • 4. The empowering collaboration tool
  • 5. 3 Pillars to an Organisation success INFORMATION MANAGEMENT COMMUNICATION PROJECT MANAGEMENT
  • 6. Key IT Trends GLOBALISATION CONSUMERISATION OF IT CLOUD ADOPTION CLOUD ADOPTION MOBILITY SECURITY MOBILITY MOBILITY SE ECURITY CONSUMERISATION OF IT CLOUD ADOPTION GLOBALI SECURITY CONSUMERISATION OF IT MOBILITY GLOBALISATION MOBILITY CLOUD ADOPTION SECURITY CONSUMERISATION OF GLOBALISATION CLOUD ADOPTION MOBILITY SECURITY IT SEC
  • 7. Business Trends and challenges MULTIPLE TEAMS INTERNALLY EXTERNALLY EFFICIENCY HIGHER PRODUCTIVITY DEMAND INCREASED COMPETITION ECOSYSTEM S PARTNERS STAKEHOLDERS
  • 8. Is today that different?
  • 9. Management = shaping behaviours
  • 10. Shaping behaviour › Use role-model leadership, instructions and core values with good examples to activate behaviour you want (20% of behavioral shaping) › Give positive feedback on the behaviour you want to have more of (The other 80%) › Ignore behaviour you do not want (It will decrease over time) › Be very cautious with negative feedback (It will make people unmotivated, defensive and insecure.)
  • 11. New knowledge about how to shape human behaviour › Our brains are hard-wired to coordinate behaviour by positive intermittent reinforcement
  • 12. Transparency provides management control with less overhead › Control through transparency is a key principle within Lean, Agile and Social Business
  • 13. Projects An essential key to success
  • 14. 5 New Project Buzzwords 1. Rolling-Wave Planning JIT, eliminate waste, adapt, plan to learn 2. Lean, Agile & Kanban Visualise Workflows, Control through Transparency, Kanban-inspired visual management tools 3. Customer-Centric Stakeholder involvement increases perceived project value 4. Activity Streams New social technology can be used to shape effective behaviour. Why is this working? We are made for collaboration! 5. Social There is no turning back, PM best practice and theory will be based on behaviour science + new collaborative technology. It may not be labeled social, but it will be more social than ever.
  • 15. Traditional PM versus Social PM Traditional PM on top of everything Low level detailed planning – hard to change Report gathering Gantt world Social Delegating responsibilities Knowledge sharing Kanban world
  • 16. Lean & Agile
  • 17. Lean, Agile & Kanban Nonlinear Management (NLM) management techniques and strategies started to appear more than 30 years ago. Examples: Systems Theory (CAS), Concurrent Engineering, Toyota Kaizen, Lean Production Important values and principles within lean and agile › Efficiency = to increase or maintain perceived customer value with less work › Self-Organized Teams: The ones who execute the work should be the ones planning it › Control through transparency › Continous improvement › Workflows should be visible for everyone › Kanban-inspired Visual Management Tools
  • 18. Overview of the Agile method Common Values for Agile Methods › Individuals and interactions over processes and tools › Working software /solution over comprehensive documentation › Customer collaboration over contract negotiation › Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Twelve principles underlie the Agile Manifesto, including: › Customer satisfaction by rapid, continuous delivery › Frequent delivery (weeks rather than months) › Working solution is the principal measure of progress › Even late changes in requirements are welcome › Close, daily cooperation between business people and executors › Face-to-face conversation is the best form of communication (co-location) › Projects are built around motivated individuals, who should be trusted › Continuous attention to excellence (and good design) › Simplicity › Self-organizing teams › Regular adaptation to changing circumstances
  • 19. Lean
  • 20. Lean in Projectplace Working Lean is all about reducing waste and adding value › Clear Goal › Communication › Visual Management tools › Standardisation › Kaizen – continuous improvement
  • 21. Agile
  • 22. Responding to change
  • 23. Divide and Conquer
  • 24. Sprint › Working conditions for the team › Regular repeatable work cycle › Team decide on duration › Produce shippable product › Emphasis on working code › Start with Sprint Planning meeting › Product Owner and Team decide what to move from Product Backlog to Sprint Backlog › Estimates for stakeholders (Planning Poker) › Daily Scrum meetings › Conclude with Sprint review meeting
  • 25. Lean, Agile and Kanban is spreading from production and product development to many industries and business areas.
  • 26. How agile are you? 69% or 45%?
  • 27. Kanban boards, The next big collaboration trend - How come?
  • 28. What is a Kanban board? › Visual Signal - The card › A ”Pull” System › Culture of continuous improvement › Visualisation of work and teams progress › Flow – stop starting, start finishing! › Success through collaboration › Enable customer value through continuous delivery
  • 29. How can digital Kanban boards help your organisation achieve success? › Self-organising teams › Limit WIP › Efficiency › Transparency › Customer Satisfaction › Empower teams – gain control
  • 30. The danger of multitasking › Multitasking increases the chances of making mistakes and missing important information and cues. › Multitaskers are also less likely to retain information in working memory, which can hinder problem solving and creativity. › We think we can – but it is simply impossible neurologically. › Causes cognitive impairment. › Can lead to people making objectively poorer choices, choices they later regret. If you want to read more about this: › To learn more about Organize Your Mind, Organize Your Life, visit the Harvard Health Publications website.) Dr. Paul Hammerness and Margaret Moore, authors of Organize Your Mind, Organize Your Life, a new book from Harvard Health Publications. › www.psychologytoday.com Many people take pride in how well they multitask. But new research suggests some big downsides to it:
  • 31. Visualisation accelerates learning and the ability to prioritise › Kanban visualises work and limits work-in-progress › Visualising work allows us to transform our conceptual and threatening workload into an actionable, context-sensitive flow (we see what we are doing) › Limiting our work-in-progress helps us complete what we start and understand the value of our choices
  • 32. Ability to self-organise is the key to high-performance teams › The board is a natural gathering point to discuss issues, solve problems and learn › Psychological projection onto the visual cards makes uncomfortable feelings more easy to handle › The kanban board makes behaviour clearly visible
  • 33. Collaborative Planning reinforces efficient project behaviour Group psychology and modern behaviour science can explain why!
  • 34. So is the Gantt chart dead
  • 35. Rolling-wave planning Integrating three visual collaborative planning tools Project Complexity Deliverables/Milestones Gantt Chart Kanban Boards
  • 36. Gantt. But not just any Gantt. Agile Gantt.
  • 37. Gantt vs Kanban Co-exist! Management skillset Behaviour New management mindset Willingness to change New tools
  • 38. What kind of collaboration tool should you choose? › Well it depends on.. › Start out with a simple solution › Make sure it can grow with you...
  • 39. Project management & execution Team & task collaboration Document collaboration
  • 40. Project management & execution
  • 41. › Holistic view of collaboration from planning to execution › Keep your plan alive with agile Gantt › Increase project control with kanban boards Greater control and collaboration
  • 42. ”In preparing for battle, I have always found that plans are useless but planning is indispensable.” — Dwight D. Eisenhower
  • 43. Summary Overview of Projectplace Management = Shaping behaviours Lean & Agile KanBan Empower your teams with collaborative planning and execution
  • 44. This presentation was delivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events