35
Mia (Maria) Nordborg | Director of Customer Relations | [email protected] | @mianor Lean, Agile and Kanban

Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

  • Upload
    others

  • View
    3

  • Download
    1

Embed Size (px)

Citation preview

Page 1: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Mia (Maria) Nordborg | Director of Customer Relations | [email protected] | @mianor

Lean, Agile and Kanban

Page 2: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›
Page 3: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

150,000

registered users 969,272

Founded as one of the world’s first

SaaS companies

1998

number of projects

in people-centric collaboration

Pioneer

uptime 99.97%

Average service

Page 4: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Project management

& execution

Team & task collaboration

Document collaboration

Page 5: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

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

Page 6: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Management is shaping behaviours

Page 7: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

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

Page 8: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Our brains are hard-wired to coordinate behavior by positive intermittent reinforcement

New knowledge about how to shape human behavior

Page 9: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Lean, Agile & Kanban

Page 10: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

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

›  Contious 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

Page 11: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

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

Page 12: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

in Projectplace Lean

›  Working lean is all about reducing waste and adding value

›  Communication

›  Visual management tools

›  Standardization

›  Kaizen

Page 13: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Responding to change

What most people think What successful people know

Page 14: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Divide and conquer

Page 15: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

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

Page 16: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Kanban boards, The next big collaboration trend

? How come

Page 17: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

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

Page 18: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Kanban board

›  Visual signal – a card

›  A ”pull” system

›  Culture of contionous improvement

›  Visualisation of work and teams progress

›  Flow – stop starting, start finishing!

›  Success through collaboration

›  Enable customer value through continuous delivery

What is a

?

Page 19: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›
Page 20: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

How can digital Kanban boards help your organization achieve success?

Efficiency

Empower teams – gain control

Self-organizing teams

Transparency

Limit WIP

Customer Satisfaction

Page 21: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Omni Channel

Page 22: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Omni Channel

Collaboration

Focus

Customer centric

Strategy

Information

Transparency

Communication

Structure

Agile & Lean methods

Prioritize

Page 23: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Agile/Lean and Omni Channel – a perfect match!

it is all about customer value

Are you resource efficient or flow efficient?

Result ABCD

ABCD

ABCD

ABCD

result result result Unit a Unit b Unit c Unit d

Result

Page 24: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

The technology is ready...

Connecting the entire supply network in the cloud opens the door to new possibilities for speed, efficiency, savings, visibility and agility. These are all essential to the Omni-channel

Data is the one thing that can truly allow retailers of any size to create that seamless customer experience across all channels. Retailers are in a better position now than ever before to leverage that data throughout the company with cloud-based systems and mobile technology solutions

Page 25: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Visualization & Transparency

Page 26: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

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)

Page 27: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

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

Page 28: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Group psychology and modern behavior science can explain why!

Collaborative planning reinforces efficient project behavior

I see ... ... therefore I can commit ... ... and deliver!

Page 29: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

›  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

Page 30: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

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

Page 31: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Transparency provides management control with less overhead

Control through transparency is a key principle within Lean and Agile

Page 32: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›
Page 33: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Customer Case

›  One of Britains biggest supermarket chains is using the service to refurbish 108 stores across the South East

›  Document management – Collaborate with suppliers and contractors to ensure all documents are kept updated and everyone is working on the relevant document. They need to manage and control the access for bids 

›  Plan & Execution - Use Gantt to visualize the plan. Manage activities using the Kanban boards as they see this as far easier to use and manage moving forward

›  Lessons learned – reusing best practices, templates

Page 34: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

Thank you

Mia (Maria) Nordborg | Director of Customer Relations | [email protected] | @mianor

Page 35: Lean, Agile and Kanban · Kanban board › Visual signal – a card › A ”pull” system › Culture of contionous improvement › Visualisation of work and teams progress ›

excellence in collaboration