Welcome to

Lean & Agile – Empower your teams and increase your

collaboration through digital technologies

Presented by Paul Bamforth

Paul Bamforth| UK Country Manager| paul.bamforth@projectplace.com

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 | paul.bamforth@projectplace.com

Paul Bamforth

e: paul.bamforth@projectplace.com m: +44 7713 788047

excellence in collaboration