The document discusses the principles and benefits of lean and agile methodologies, emphasizing self-organized teams, continuous improvement, and the use of visual management tools like Kanban boards to enhance collaboration and efficiency. It highlights the importance of adapting to change, customer satisfaction through rapid delivery, and psychological aspects of teamwork and behavior shaping. The text also addresses the role of digital technologies in fostering collaboration and the need for evolving project management practices towards more social and behavior-based approaches.

1. Welcome to
Lean & Agile – Empower your
teams and increase your
collaboration through digital
technologies
Presented by Paul Bamforth

2. Lean & Agile – Empower your teams and
increase your collaboration through digital
technologies
Paul Bamforth| UK Country Manager| paul.bamforth@projectplace.com

3. Agenda
Introduction
Lean & Agile
Collaboration
Kanban – a collaboration trend
Management – Shaping of human behaviour
Summary

4. Lean & Agile

5. Lean & Agile
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-organised 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

6. Lean in a nutshell
Minimise waste and improve overall customer value

7. Lean
in Projectplace
› Working lean is all about reducing waste
and adding value
› Communication
› Visual management tools
› Standardization
› Kaizen - Continous improvement

8. 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.

9. The Agile Manifesto
› 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

10. Agile - Responding to change
What most people think What successful people know

11. Divide and conquer

12. Sprint – a chunk of time
Peaceful and focused work for the team Estimates and updates for the stakeholder

13. 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

14. Lean, Agile and Kanban are spreading from production
and product development to many industries and business areas

15. How agile are you? 69% or 45%?
Source: PMI’s Pulse of the Profession: The High Cost of Low Performance February 2014

16. Collaboration

17. Is collaboration a new
concept?

18. GLOBALISATION CONSUMERISATION OF IT CLOUD ADOPTION
CLOUD ADOPTION MOBILITY SECURITY MOBILITY MOBILITY SE
ECURITY CONSUMERISATION OF IT CLOUD ADOPTION
MOBILITY CLOUD ADOPTION SECURITY CONSUMERISATION OF
GLOBALISATION CLOUD ADOPTION MOBILITY SECURITY IT SEC
Key IT
trends

19. Business trends and challenges
§ Internally
§ Externally
§ Higher productivity demand
§ Increased competition
ECOSYSTEMS
§ Partners
§ Stakeholders
EFFICIENCY
MULTIPLE TEAMS

21. Kanban boards,
The next big collaboration trend
How come?

22. 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

23. Kanban
board
› Visual signal – a card
› A ”pull” system
› Culture of continous improvement
› Visualisation of work and teams progress
› Flow – stop starting, start finishing!
› Success through collaboration
› Enable customer value through continuous delivery
What is a ?

25. How can
digital Kanban boards
help your organization
achieve success?
Efficiency
Empower teams –
gain control
Self-organizing
teams
Transparency
Limit WIP
Customer
Satisfaction

26. Visualisation & Transparency

27. Visualisation accelerates learning
and the ability to prioritize
Kanban visualises work and limits work-in-progress
Visualizing 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

28. 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 easier to
handle
The kanban board makes behavior clearly
visible

29. Collaborative planning reinforces efficient
project behaviour
I see ...
... therefore I
can commit ... ... and deliver!
Group psychology and modern behaviour science can explain why!

30. The Zeigarnik effect promotes follow through
The psychological tendency to remember an
uncompleted task rather than a completed one
› 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
› Dragging a card to the last column, representing finishing a task,
reduces cognitive load and perceived stress

31. Transparency provides management
control with less overhead
Control through transparency
is a key principle within Lean
and Agile

32. Management – shaping behaviours

33. Management = shaping behaviours

34. Shaping behaviour
Use role-model leadership, instructions and core values with good
examples to activate behaviour you want (20% of behavioural 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)

35. New knowledge about
how to shape human behaviour
Our brains are hard-wired
to coordinate behaviour by
positive intermittent reinforcement

36. Projects
An essential key to success

37. 5 new project buzzwords
1. Rolling-Wave Planning
JIT, eliminate waste, adapt, plan to learn
2. Lean, Agile & Kanban
Visualize 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.

38. Traditional PM versus Social PM
Traditional
PM on top of everything
Low level detailed planning
Report gathering
A lot of control
Social
Delegating responsibilities
Kanban
world
vs
Gantt Knowledge sharing
world

39. Rolling-wave planning integrating three visual
collaborative planning tools
Project
complexity
Deliverables/Milestones Gantt chart Kanban boards

40. Gantt. But not just any Gantt.
Agile Gantt.

42. Gantt vs
Kanban
Co-exist!
› Management skillset
› Behaviour
› New management mindset
› Willingness to change
› New tools

43. 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

44. https://todo.projectplace.com

46. thousands of customers
from small teams to large
enterprises
495 employees globally
complete solution for online
collaboration and portfolio and
resource management
$120M in revenue
One new global company.
Two great brands.
Global leader in project collaboration, portfolio and
resource management.

47. Complete Product Portfolio
Enterprise
Dynamic, portfolio level, PPM tools
Mature execution level, PPM tools
General purpose, PSA, PPM tools
Project collaboration tools
“Mature, execution-level PPM tools are employed to
optimize the selection, planning, execution and tracking
capabilities of a distinct project organization…”
Number of Employees Accessing Tool
Source: Gartner,
PPM Product Usage Reference Model
November 2013
“Many small groups of teams need to
collaborate, share information and discuss
issues as they are executing on a project or
are engaged in an orchestrated work effort.”

48. 152,270
Pioneer
986,172
registered users
Founded
as one of the world’s first
SaaS companies
1998
Average service
uptime
99.97%
170
number of projects
in people-centric
collaboration
employees
in eight countries

49. Project
management
& execution
Document
collaboration
Team & task
collaboration

50. Project
All tools in one place
management &
execution
Team & task
collaboration
Document
collaboration

52. Time for a
change?
Deliver better. Faster.
Deliver better. Faster.

53. Thank you
Paul Bamforth
e: paul.bamforth@projectplace.com
m: +44 7713 788047
Paul Bamforth| UK Country Manager | paul.bamforth@projectplace.com

54. excellence in collaboration