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Lean and agile execution, Wednesday 21st January 2015


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A presentation given by to the APM Planning, Monitoring and Control SIG and guests at the University of Warwick, Coventry 2015.

Mia Nordborg, Projectplace – Multi-tasking makes you stupid. Our brains are not developed to multi-task, and doing so can destroy brain cells. That’s why Kanban boards should limit the number of activities you have in progress.

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Lean and agile execution, Wednesday 21st January 2015

  1. 1. Mia (Maria) Nordborg | Director of Customer Relations | | @mianor Lean, Agile and Kanban
  2. 2. Agenda About Projectplace Management – Shaping of human behaviour Lean & Agile Kanban – a collaboration trend Summary
  3. 3. 151,054 registered users Over 1 milj Founded as one of the world’s first SaaS companies 1998 number of projects in people-centric collaboration Pioneer uptime 99.97% Average service
  4. 4. Project management & execution Team & task collaboration Document collaboration
  5. 5. Projectplace A history of computer supported collaborative work The Speech Act Theory - a theory that describes how people cooperate using language It 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
  6. 6. Management = shaping behaviours
  7. 7. Use role-model leadership, instructions and core values with good examples to activate behavior you want (20% of behavioral shaping) Give positive feedback on the behavior you want to have more of (the other 80%) Ignore behavior you do not want (it will decrease over time) Be very cautious with negative feedback (it will make people unmotivated, defensive and insecure) Shaping behavior
  8. 8. Our brains are hard-wired to coordinate behavior by positive intermittent reinforcement New knowledge about how to shape human behavior
  9. 9. Lean, Agile & Kanban
  10. 10. Do you use Lean or Agile principles in your daily work?
  11. 11. Lean, Agile & Kanban ›  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 ›  Continuous improvement ›  Workflows should be visible for everyone ›  Kanban-inspired visual management tools 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
  12. 12. in Projectplace ›  Working lean is all about reducing waste and adding value ›  Communication ›  Visual management tools ›  Standardization ›  Kaizen - Continous improvement ›  Jidoka, rätt-från-mig/kvalitet/Stoppa vid fel Lean
  13. 13. Agile - Responding to change What most people think What successful people know
  14. 14. Divide and conquer
  15. 15. Sprint – a chunk of time Peaceful and focused work for the team Estimates and updates for the stakeholder
  16. 16. Lean, Agile and Kanban are spreading from production and product development to many industries and business areas
  17. 17. Are you resource efficient or flow efficient? it is all about customer value Result AB CD AB CD AB CD AB CD result result result Unit a Unit b Unit c Unit d Result
  18. 18. Kanban boards, The next big collaboration trend ?How come
  19. 19. The danger of multitasking Many people take pride in how well they multitask. But new research suggests some big downsides to it: ›  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.
  20. 20. Kanban board ›  Visual signal – a 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 What is a ?
  21. 21. How can digital Kanban boards help your organization achieve success? Efficiency Empower teams – gain control Self-organizing teams Transparency Limit WIP Customer Satisfaction
  22. 22. Visualization & Transparency
  23. 23. Visualization accelerates learning and the ability to prioritize Kanban visualizes work and limits work-in-progress Limiting our work-in-progress helps us complete what we start and understand the value of our choices Visualizing work allows us to transform our conceptual and threatening workload into an actionable, context-sensitive flow (we see what we are doing)
  24. 24. Ability to self-organize is the key to high-performance teams Psychological projection onto the visual cards makes uncomfortable feelings easier to handle The board is a natural gathering point to discuss issues, solve problems and learn The kanban board makes behavior clearly visible
  25. 25. Group psychology and modern behavior science can explain why! Collaborative planning reinforces efficient project behavior I see ... ... therefore I can commit ... ... and deliver!
  26. 26. ›  Dragging a card to the second column on the kanban board communicates that you have commited and started to do something. It increases accountability and reduces procrastination The Zeigarnik effect promotes follow though ›  Dragging a card to the last column, representing finishing a task, reduces cognitive load and perceived stress The psychological tendency to remember an uncompleted task rather than a completed one
  27. 27. Transparency provides management control with less overhead Control through transparency is a key principle within Lean and Agile
  28. 28. What kind of collboration tool should you choose? Well it depends on... ›  Start out with a simple solution ›  Make sure it can grow with you
  29. 29.
  30. 30. Thank you Mia (Maria) Nordborg | Director of Customer Relations | | @mianor
  31. 31. excellence in collaboration