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Portfolio Kanban - Low-Friction Method to Improve Organization's Effectiveness

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When we think about improving effectiveness we often focus on team level. The sources of ineffectiveness, however, are often rooted on a different level - in project portfolio. Too many concurrent projects, little knowledge about available capabilities and lack of discussion on cost and value often result in a situation where main decision factor is a gut feeling.

Common approaches to solve the problem are heavy-weight and strongly formalized. On the other hand Portfolio Kanban is a low-friction method that allows tackling the issue steering change at PMO level. As with every Kanban implementation there is little, if any, changes at the very beginning and changes are steered in evolutionary manner.

The picture isn’t rosy though. As long as you can say that there are standard approaches to introducing Kanban on a team level, there are no for portfolio level. As long as the method itself is easy to operate, its implementation is going to be anything but obvious and simple.

Portfolio Kanban - Low-Friction Method to Improve Organization's Effectiveness

  1. 1. Portfolio Kanban Low-Friction Method to Improve Organization’s Effectiveness Pawel Brodzinski @pawelbrodzinski
  2. 2. Hi, I’m PawelLunar LogicChief cook and bottlewasherhttp://llp.pl
  3. 3. I’ve beensupervising multipleconcurrentprojects for 8 years...
  4. 4. ...and it sucks
  5. 5. Excel frenzy
  6. 6. Goal: Findmeaningful data
  7. 7. You’ll make it!
  8. 8. Give me more!
  9. 9. Oh, there arejust too many of them!
  10. 10. It doesn’t comefor free
  11. 11. Cost of context switching Source: Gerald Weinberg, Quality Software Management: Vol. 1 System Thinking
  12. 12. Zeigarnik Effect:Tendency to experienceintrusive thought about an objective left incomplete Source: S. Greist-Bousquet, N. Shiffman: The effect of task interrupton and closure on perceived duration
  13. 13. Cost of task switching is rooted in interferencefrom thoughts about the task your are not doing Eyal Ophir
  14. 14. Time to market
  15. 15. Lower quality Source: E. Ophir, C. Nass, A. Wagner:Cognitive control in media multitaskers
  16. 16. Don’t weknow thecure already?
  17. 17. Portfolio Kanban Story
  18. 18. Where would you start?
  19. 19. Variability stupid!
  20. 20. Stalled board
  21. 21. WIP limits? Oh...
  22. 22. Side note:There areexceptions
  23. 23. Two-tier board
  24. 24. Few have suchcomfort though
  25. 25. Non-standardboard designs
  26. 26. Alternative design
  27. 27. Team-level
  28. 28. Individuals
  29. 29. Total capabilities
  30. 30. Different capabilities
  31. 31. Free capabilities
  32. 32. Commitments
  33. 33. Concurrent engagements
  34. 34. Planned time span
  35. 35. Types of work
  36. 36. Future commitments
  37. 37. Planned work
  38. 38. Unavailability
  39. 39. Show methat here
  40. 40. Low hangingfruit
  41. 41. What about WIP limits then? 5O
  42. 42. Free capabilities
  43. 43. WIP limits byconversation
  44. 44. Finally,data fromothersources
  45. 45. What’s init for me?
  46. 46. A system of local optimais not an optimal system at all; it is a very suboptimal system Eli Goldratt
  47. 47. Processing the waste more effectively ischeaper, neater, faster waste. Stephen Parry
  48. 48. If you are doing thewrong thing you can’tlearn, you will only betrying to do the wrong thing righter. John Seddon
  49. 49. Problem we tend to ignore
  50. 50. Low-frictionmethod
  51. 51. Thank you Pawel Brodzinskiblog.brodzinski.com llp.pl @pawelbrodzinski

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