Hvorfor er digitale Kanban-tavler blevet så populære blandt projektledere?, Maria Nordborg - Projectplace by Planview
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Brugen af Kanban- og Scrum-tavler er steget eksplosivt. Hvorfor? Hvordan hjælper disse visuelle værktøjer mange slags organisationer til bedre samarbejde og effektivitet? Indlægget foregår på engelsk.
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Hvorfor er digitale Kanban-tavler blevet så populære blandt projektledere?, Maria Nordborg - Projectplace by Planview
- 1. © 2015 Planview, Inc. | 1 | Confidential© 2014 Planview, Inc. | 1 | Confidential© 2015 Planview, Inc. | 1 | Confidential Kanban – Why so popular? Mia Nordborg | Director of Customer Experience for Projectplace | mnordborg@planview.com| @mianor
- 2. © 2015 Planview, Inc. | 2 | Confidential
- 3. © 2015 Planview, Inc. | 3 | Confidential Agenda • About Projectplace • Why? • What is a Kanban board? • The effect on work and people • The bigger picture – how to connect planning and execution • Summary • Questions
- 4. © 2015 Planview, Inc. | 4 | Confidential
- 5. © 2015 Planview, Inc. | 5 | Confidential registered users Over 1million Founded as one of the world’s first SaaS companies 1998 in people-centric collaboration Pioneer uptime 99.97% Average service 176,940number of projects
- 6. © 2015 Planview, Inc. | 6 | Confidential 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. www.psychologytoday.com
- 7. © 2015 Planview, Inc. | 7 | Confidential 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 60 years ago. Examples: Systems Theory (CAS), Concurrent Engineering, Toyota Kaizen, Lean Production Important values and principles within lean and agile
- 8. © 2015 Planview, Inc. | 8 | Confidential
- 9. © 2015 Planview, Inc. | 9 | Confidential
- 10. © 2015 Planview, Inc. | 10 | Confidential Kanba n 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 ?
- 11. © 2015 Planview, Inc. | 11 | Confidential Limit your WIP • Set shifting – consciously and completely shifting your attention from one task to the next. • Focus, focus, focus….. • Shows bottle necks in the process, work performance and resources. • Creates a greater momentum for the teams by limiting the number of things they work on simultaneously.
- 12. © 2015 Planview, Inc. | 12 | Confidential Kanban summarised • Start where you are • Change management • Continous improvement • Expose problems, both quality and process • Quality work • More predictabe delivery • On-time-delivery • Demand versus capacity • Trust from customers • Efficiency • Agile organisation
- 13. © 2015 Planview, Inc. | 13 | Confidential
- 14. © 2015 Planview, Inc. | 14 | Confidential
- 15. © 2015 Planview, Inc. | 15 | Confidential 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
- 16. © 2015 Planview, Inc. | 16 | Confidential Group psychology and modern behavior science can explain why! Collaborative planning reinforces efficient project behavior I see ... ... therefore I can commit ... ... and deliver!
- 17. © 2015 Planview, Inc. | 17 | Confidential › 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
- 18. © 2015 Planview, Inc. | 18 | Confidential
- 19. © 2015 Planview, Inc. | 19 | Confidential
- 20. © 2015 Planview, Inc. | 20 | Confidential
- 21. © 2015 Planview, Inc. | 21 | Confidential
- 22. © 2015 Planview, Inc. | 22 | Confidential
- 23. © 2015 Planview, Inc. | 23 | Confidential
- 24. © 2015 Planview, Inc. | 24 | Confidential How can digital Kanban boards help your organization achieve success? Efficiency Empower teams – gain control Self-organizing teams Transparency Limit WIP Customer Satisfaction
- 25. © 2015 Planview, Inc. | 25 | Confidential 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
- 26. © 2015 Planview, Inc. | 26 | Confidential© 2014 Planview, Inc. | 26 | Confidential© 2015 Planview, Inc. | 26 | Confidential Thank You! For further information, the presentation slides and our whitepaper, please email us on: contact.sales@projectplace.com
Editor's Notes
- So Why Should you use a KanBan board to organise your work efforts? Multi-tasking for some has become a new activity in and of itself. Certain employers even require “multi-tasking” as a skill. And most multi-taskers out there truly believe they can efficiently handle several tasks at the same time. 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. You can Google this, it is a very popular subject with a lot of research around. 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! So, How can you limit your work in progress?
- Lean & Agile and Kanban are concepts that are a part of the same management megatrend. Yes, it is a megatrend due to that it has been going on for more than 30 years. 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”. Lets look at some of the most important values and principles.....> This values and principles are derived from best practice.
- En annan typ av Kanban…
- ….väldigt förenklat så är Kanban bara ett signalsystem
- What is a Kanban board? Kanban is derived from the Japanese words: kan = visual signal, ban = card Originated from The Toyota Production System Kaizen/Kanban/ Lean production, lean product development What is so special with the ”to-do-board”? A to-do-list with columns? 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. 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. So how’d they do all that? In simplest terms, by better communication through visual management. 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. 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. 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.) 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. 1. Visualize Work 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. 2. Limit Work in Process 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. 3. Focus on Flow 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. 4. Continuous Improvement (Kontinuerlig förbättring) 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. 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. Kanban accomplishes these things by introducing constraints into the system to optimize the flow of value. Flow is king. 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. If you can’t get your business value flowing out the door consistently, your business is not performing optimally. In addition to the above, by focusing on flow, Kanban resets your brain to value finishing over starting. Stop starting and start finishing! It sounds like common sense right? Well, if you’re like most developers you have been conditioned into associated your value by what you have started. Kanban reminds you to stop starting and start finishing! 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). Basic Principles 1) Start with what you do now 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. 2) Agree to pursue incremental, evolutionary change 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!” 3) Respect the current process, roles, responsibilities & titles 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. The first three principles were chosen specifically to avoid emotional resistance to change – David J Anderson 4) Encourage acts of leadership at all levels 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. And is this not just for technical stuff? Thing engineers are doing? It is spreading fast to new business areas, organization types and industries ------------
- Instead of trying to do several things at once—and often none of them well—Hammerness and Moore suggest what they call set shifting. This means consciously and completely shifting your attention from one task to the next, and focusing on the task at hand. Giving your full attention to what you are doing will help you do it better, with more creativity and fewer mistakes or missed connections. Set shifting is a sign of brain fitness and agility, say the authors. The idea is to create a greater momentum for the teams by limiting the number of things they work on simultaneously. To understand the theory behind this we only have to look at a traffic system. As the number of vehicles increase, the speed of all vehicles decreases. In the same way, if we have too many jobs in progress all of them will be slowed. If we instead limit the number of cards that we work on at the same time we will increase the speed of all the work. Some hard core believers would say that you must have a limit of two (2) items in your “working on” column. What do you think?
- Here is one of the original kanban boards in Toyota..
- - The digital board works as a gathering point for the team to discuss current issues, problems and ”wins” to reach consensus and increase engagement. The projection psychological effect, uncomfortable feelings are more easy to handle when they are ”projected on a shared board”. (Talk about death). ”projection involves imagining or projecting faults onto something else, than your own thoughts and feelings” Its all about efficiency through efficient behavior! The REAL key to succeeding with projects --------------
- To explain what is happening here we need both traditional psykology and new behaviour science. Psycology: The Zeigarnik Effect promotes follow-through and Behaviour Science: Positive feedback from your peers re-enforces the beheviour. ---->The zeigarnic effect –
- It's called the Zeigarnik effect after a Russian psychologist, Bluma Zeigarnik , who noticed an odd thing while sitting in a restaurant in Vienna. The waiters seemed only to remember orders which were in the process of being served. When completed, the orders evaporated from their memory. (The Zeigarnik effect has an important exception. It doesn't work so well when we're not particularly motivated to achieve our goal or don't expect to do well. This is true of goals in general: when they're unattractive or impossible we don't bother with them.) But if we value the goal and think it's possible, just taking a first step could be the difference between failure and success. Action creates clarity! ---- But there is an even more powerful mechanism to leverage if you want to improve team performance A mechanism that explains why Facebook has speread so extreemly fast ---------
- Projectplace is a leading provider of project collaboration tools in the cloud. 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.
- These are the key parameters that will help your organisation acheive success with the use of Kanban Boards: The picture shows a six column kanban board..