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An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
An Introduction to Visual Management Systems
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An Introduction to Visual Management Systems

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  • 1. Traffic Lights to Burndowns an introduction to Visual Management Systems Session # AGL04Derek HuetherLeadingAgile “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.
  • 2. What Am I Going to Talk About?• Defining a Visual Management System (VMS)• How are they different from Information Radiators• VMS in everyday context we understand• Transitioning to the workspace• Visual Management Systems on a team level• Visual Management Systems on the enterprise level• Your turn• Conclusion “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 2
  • 3. Defining a Visual Management System• Visual management (or control) is a “technique employed in many places where information is communicated by using visual signals instead of texts or other written instructions. The design is deliberate in allowing quick recognition of the information being communicated in order to increase efficiency and clarity.”Source: Wikipedia (Visual Control, 2012, ¶2) “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 3
  • 4. Relearning What We Know• Since our teenager years, we have been conditioned to heed the warnings of automobile indicator lights and traffic signals. When reaction time is sometimes critical, these simple visual controls are all that are necessary to keep us happy and safe. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 4
  • 5. What’s the difference• In his book (Crystal Clear, 2004), Alistair Cockburn introduces the idea of a highly visible information radiator that allows the viewer to understand information at a glance.• A VMS makes problems, abnormalities, or deviation from standards visible to everyone so corrective action can be taken immediately. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 5
  • 6. Establish a Sense of Urgency• Not all indicators are created equal “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 6
  • 7. Actionable Feedback• Which has a more powerful message?• What is the expected outcome? 25 “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 7
  • 8. Transition To The Workplace• Old traffic equipment sometimes is the best notification system for communicating the current state of software “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 8
  • 9. Team Level “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 9
  • 10. Has Anyone Seen Davis!?• Have you ever spent too much time tracking someone down in the office?• Members of team self-manage• Provides the right level of data to allow others to make decisions “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 10
  • 11. The Burn Chart• We just finished iteration 11 of 14• Would you rather have a 11 status reports or this?• Do something?• Do nothing?• What about Scope?• What about Budget?• What about Risk? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 11
  • 12. Burndown versus Velocity• Both “Information Radiators” are illustrating the same data• What story do they tell?• Is there a sense of urgency? What should we do? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 12
  • 13. Cumulative Flow Diagram• Visualize the workflow• Limit work in process to increase throughput• Get more things done “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 13
  • 14. Starfish Chart• Is the team working to its potential or spiraling out of control?• The starfish chart provides direction to the team in their goal of process improvement. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 14
  • 15. Team Emotion• Upon review of historical data illustrating a correlation between the ( I happiness of the team ( ( and their productivity, the organization changed their focus to I keeping the team happy. ( “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 15
  • 16. Enterprise Level “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 16
  • 17. Total Project Status (TPS) Report• Bill Lumbergh should have used this “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 17
  • 18. Portfolio/Program/Product (P³) Alignment Wall Card• Business Architecture (Portfolio Level)• Solution Delivery (Release Level)• Component Delivery 1 2 3 14 15 (Iteration Level) 4 5 6 12 13• 15 Step Portfolio lifecycle visualized 7 8 9 10 11 “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 18
  • 19. Portfolio/Program/Product (P³) Alignment Wall “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 19
  • 20. Your Turn• Time to teach me something• Break into groups• Collaborate• Create a VMS• Review “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 20
  • 21. Conclusion• Though communications is critical to keep projects and people moving forward, sometimes the effectiveness and simplicity of these tools are forgotten. Volumes of instruction and status are written in the hope of communicating a common message.We don’t need an accurate document, we need a shared understandingQuote Source: Patton, J. (2012, August) The Product Owner Role is a Stupid Idea: Improving How We Handle Customer Requests. Agile 2012, Dallas, Texas, United States. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. 21
  • 22. Contact InformationDerek Huether – Enterprise Agile Coachwww.leadingagile.com(301) 244-8441Twitter: @leadingagileTwitter: @derekhuetherLinkedIn: /derekhuether Session # AGL04 “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only.

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