Lean and Agile - empower your teams and increase collaboration through digital technologies
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Transcript of Lean and Agile - empower your teams and increase collaboration through digital technologies
Welcome to
Lean & Agile – Empower your teams and increase your
collaboration through digital technologies
Presented by Paul Bamforth
Paul Bamforth| UK Country Manager| [email protected]
Lean & Agile – Empower your teams and increase your collaboration through digital
technologies
Agenda
Introduction
Lean & Agile
Collaboration
Kanban – a collaboration trend
Management – Shaping of human behaviour
Summary
Lean & Agile
Lean & 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
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
Minimise waste and improve overall customer value
Lean in a nutshell
in Projectplace Lean
› Working lean is all about reducing waste and adding value
› Communication
› Visual management tools
› Standardization
› Kaizen - Continous improvement
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.
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
Agile - Responding to change
What most people think What successful people know
Divide and conquer
Sprint – a chunk of time Peaceful and focused work for the team Estimates and updates for the stakeholder
Are you resource efficient or flow efficient?
it is all about customer value
Result ABCD
ABCD
ABCD
ABCD
result result result Unit a Unit b Unit c Unit d
Result
Lean, Agile and Kanban are spreading from production and product development to many industries and business areas
How agile are you? 69% or 45%?
Source: PMI’s Pulse of the Profession: The High Cost of Low Performance February 2014
Collaboration
Is collaboration a new concept?
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
§ Internally § Externally
§ Higher productivity demand § Increased competition
§ Partners § Stakeholders
ECOSYSTEMS
EFFICIENCY
MULTIPLE TEAMS
Business trends and challenges
Kanban boards, The next big collaboration trend
? How come
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
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
?
How can digital Kanban boards help your organization achieve success?
Efficiency
Empower teams – gain control
Self-organizing teams
Transparency
Limit WIP
Customer Satisfaction
Visualisation & Transparency
Visualisation accelerates learning and the ability to prioritize
Kanban visualises 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)
Ability to self-organise 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
Group psychology and modern behaviour science can explain why!
Collaborative planning reinforces efficient project behaviour
I see ... ... therefore I can commit ... ... and deliver!
› 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 through
› 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
Transparency provides management control with less overhead
Control through transparency is a key principle within Lean and Agile
Management – shaping behaviours
Management = shaping behaviours
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)
Shaping behaviour
Our brains are hard-wired to coordinate behaviour by positive intermittent reinforcement
New knowledge about how to shape human behaviour
Projects An essential key to success
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.
Traditional PM versus Social PM
Traditional PM on top of everything
Low level detailed planning Report gathering
A lot of control
Social Delegating responsibilities Knowledge sharing Gantt
world
Kanban world
vs
Rolling-wave planning integrating three visual collaborative planning tools
Project complexity
Deliverables/Milestones Gantt chart Kanban boards
Gantt. But not just any Gantt. Agile Gantt.
Gantt vs Kanban
Co-exist! › Management skillset
› Behaviour
› New management mindset
› Willingness to change
› New tools
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
https://todo.projectplace.com
495 employees globally
thousands of customers from small teams to large enterprises
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.
Complete Product Portfolio
Project collaboration tools
General purpose, PSA, PPM tools
Number of Employees Accessing Tool
Enterprise
Mature execution level, PPM tools
Dynamic, portfolio level, PPM tools
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.”
“Mature, execution-level PPM tools are employed to optimize the selection, planning, execution and tracking
capabilities of a distinct project organization…”
152,270
registered users 986,172
Founded as one of the world’s first
SaaS companies
1998
170 number of projects
in people-centric collaboration
employees in eight countries
Pioneer
uptime 99.97%
Average service
Project management
& execution
Team & task collaboration
Document collaboration
Project management &
execution
Team & task collaboration
Document collaboration
All tools in one place
Deliver better. Faster.
Time for a change?
Deliver better. Faster.
Thank you
Paul Bamforth| UK Country Manager | [email protected]
Paul Bamforth
e: [email protected] m: +44 7713 788047
excellence in collaboration