Lean and Agile - empower your teams and increase collaboration through digital technologies
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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.
Lean and Agile - empower your teams and increase collaboration through digital technologies
- 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| [email protected]
- 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
- 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
- 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
- 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: [email protected] m: +44 7713 788047 Paul Bamforth| UK Country Manager | [email protected]