Project Management with Kanban: from Basics to Metrics
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View the On-Demand Webcast! Planview.info/Metrics What is a kanban board? Learn how they can make a difference in your organization by enabling customer value through continuous delivery. Find out how to capitalize on lean, agile project management techniques and avoid the dangers of multitasking. View the On-Demand Webcast! Planview.info/Metrics
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Project Management with Kanban: from Basics to Metrics
- 1. © 2015 Planview, Inc. | 1 Kanban: From Basics to Metrics Jason Morio Projectplace Segment Manager
- 2. © 2015 Planview, Inc. | 2 • Welcome and housekeeping • About Projectplace • Lean & Agile • Kanban – a collaboration trend • A Handful of Metrics for Success • Summary Agenda
- 3. © 2015 Planview, Inc. | 3 175,166 registered users Over 1 million Founded as one of the world’s first SaaS companies 1998 number of projects in people-centric collaboration Pioneer uptime 99.97% Average service
- 4. © 2015 Planview, Inc. | 4 Project management & execution Team & task collaboration Document collaboration View the On-Demand Webcast!
- 5. © 2015 Planview, Inc. | 5 Lean & Agile View the On-Demand Webcast!
- 6. © 2015 Planview, Inc. | 6 Lean & Agile • 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 • Continuous improvement • Workflows should be visible for everyone • Kanban-inspired visual management tools Nonlinear Management (NLM) Management techniques and strategies started to appear more than 60 years ago. Examples: Systems Theory (CAS), Concurrent Engineering, Toyota Kaizen, Lean Production Important values and principles within lean and agile View the On-Demand Webcast!
- 7. © 2015 Planview, Inc. | 7 • Working lean is all about reducing waste and adding value • Communication • Visual management tools • Standardization • Kaizen - Continuous improvement • Jidoka, right from me/quality/stop at errors Lean View the On-Demand Webcast!
- 8. © 2015 Planview, Inc. | 8 Agile - Responding to change What most people think What successful people know View the On-Demand Webcast!
- 9. © 2015 Planview, Inc. | 9 Sprint – a chunk of time Peaceful and focused work for the team Estimates and updates for the stakeholder View the On-Demand Webcast!
- 10. © 2015 Planview, Inc. | 10 Kanban View the On-Demand Webcast!
- 11. © 2015 Planview, Inc. | 11 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 View the On-Demand Webcast!
- 12. © 2015 Planview, Inc. | 12 Kanban board › Visual signal – a card › A ”pull” system › Culture of continuous improvement › Visualization of work and teams progress › Flow – stop starting, start finishing! › Success through collaboration › Enable customer value through continuous delivery What is a ? View the On-Demand Webcast!
- 13. © 2015 Planview, Inc. | 13 View the On-Demand Webcast!
- 14. © 2015 Planview, Inc. | 14 › 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 View the On-Demand Webcast!
- 15. © 2015 Planview, Inc. | 15 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 Visualization accelerates learning and the ability to prioritize View the On-Demand Webcast!
- 16. © 2015 Planview, Inc. | 16 Lean & Kanban Applied: Agile Marketing View the On-Demand Webcast!
- 17. © 2015 Planview, Inc. | 17 • How is work flowing? • How long are tasks taking to complete? • Where are we bottlenecked? • Will we meet our deadlines? • How is additional scope impacting us? • Are we getting better? Metrics View the On-Demand Webcast!
- 18. © 2015 Planview, Inc. | 18 Metrics – Cumulative Flow View the On-Demand Webcast!
- 19. © 2015 Planview, Inc. | 19 Metrics – Lead & Cycle Time View the On-Demand Webcast!
- 20. © 2015 Planview, Inc. | 20 Metrics - Burndown View the On-Demand Webcast!
- 21. © 2015 Planview, Inc. | 21 Metrics - Burnup View the On-Demand Webcast!
- 22. © 2015 Planview, Inc. | 22 How can digital Kanban boards help your organization achieve success? Efficiency Empower teams – gain control Self-organizing teams Transparency Limit WIP Customer Satisfaction View the On-Demand Webcast!
- 23. © 2015 Planview, Inc. | 23 Kanban & Project Collaboration in Practice European auto manufacturer conducted a project to improve transport safety by integrating more efficient and standardized safety systems in passenger vehicles. 23 companies involved, 5 different languages. German manufacturer of bathroom furniture optimizes the product development process involving internal and external parties. View the On-Demand Webcast!
- 24. © 2015 Planview, Inc. | 24 Kanban & Project Collaboration in Practice Danish beverage company managed a control systems replacement and automation project affecting 12,000 valves and pumps. Saved one full man-year. International power supply manufacturing company enables project and information access across IT teams in 17 branches View the On-Demand Webcast!
- 25. © 2015 Planview, Inc. | 25 “… one of the most interesting and impressive project management systems I’ve come across and it gets a Gearhead rating of 5 out of 5.” Thank you Questions? Additional Information projectplace.com/resources projectplace.com/pricing/personal-online-demo/ View the On-Demand Webcast!
- 26. © 2015 Planview, Inc. | 26 excellence in collaboration View the On-Demand Webcast!
Notes de l'éditeur
- My name is Nikki Glaser and I will be moderating today’s webcast. Here’s what we have planned for today’s session: First, I will go over a bit of housekeeping Then we will move right into our Webinar on Kanban: From Basics to Metrics At the end of today’s webcast we will host a brief question and answer session
- Projectplace has been around for over 17 years and was one of the original SaaS offerings dating back to the late 1990’s along with the rise of companies like salesforce.com. Our focus is on project collaboration and we provide a very easy-to-use but powerful cloud-based solution that enables teams around the globe to get things done. To date there are over 1M+ registered users -- in organizations large and small, domestic and international, and from Media to Mining companies -- using Projectplace to manage over 175k projects. Our parent company, Planview based in Austin TX, acquired Projectplace in the summer of 2014 and we are excited to bring provide this elegant and powerful project collaboration offering to North America as well as worldwide.
- We have spent the last 17 years building and providing to our customers a unique offering brings together three distinct capabilities into one powerful project collaboration tool: Basic project mgmt & execution – enables you plan the high level structure and timeline for the project – easy to use and understand whether you’re a PMI-certified project manager or an accidental one Team & task collab – via Kanban boards, which provide a highly visual, easily digestible way to know who’s working on what and when – we will dig into this in much detail Document mgmt – documents, even if not the ultimate deliverable, are always involved in projects and we take the hassle out of working with documents and trying to find the “FINAL FINAL” versions of things in your email There are many, many tools out there that do one or two of these but we pride ourselves on being one of the very few that brings all of these capabilities into one tool that does more, not more tools
- Before we jump into Kanban, let’s take a brief look at some of the principles and disciplines that gave rise to the phenomenon of Kanban and it’s popularity.
- Lean & Agile are non-linear management techniques whose roots date back over 60 years ago Lean comes from Toyota in 1960s, which spawned Kanban to keep production lines flowing Agile inspired by Lean, gained popularity in software development and has evolved from Agile teams becoming now Agile organizations as it spreads into other departments such as marketing, budgeting & finance, etc Lean and Agile are concepts that are a part of the same management megatrend, which focuses on perceived customer value and the following principles: Efficiency – focusing on what our customers think is valueable, not what we think is Self-organizing teams – let teams organize the work to execute, mgmt helps prioritize and break logjams Transparency – fosters engagement within teams Continuous improvement – always looking at current processes and workflows, evaluating via follow up meetings or ”retrospectives” to examine what worked, what didnt, what can be improved Workflows – coupled with transparency, let every one see who’s working on what and where – the more visible something is, the more likely it is to be acted upon Kanban – provides visual transparency into flow of work, popularized by software development teams that took Kanban from the physical world and made it digital
- Looking specifically at Lean, lean is about: Reducing waste, adding customer value – continuously looking at things that do not improve customer value, which leads to higher efficiency Communication - encourage users to add value by commenting on documents, cards, posts etc Visual mgmt tool – Kanban boards and cards to represent flow of work Standardize – on what is working, ”templates”
- Agile is about responding to change The “big bang” approach to projects – whether software-related or other – is to plan, budget, execute – the classic waterfall model Sometimes this works, sometimes it doesn’t due to a whole host of reasons, typically involving budget, goals, time … etc Waterfall cycles are typically very long cycles and since it’s extremely difficult to predict the future, results are often out of date by the time they arrive By contrast, the agile way promotes the division of projects into shorter interactions towards a goal This enables teams to check in with the customer at each interaction and adapt to changes as needed in shorter cycles With this approach, the cost of failure is much lower when determined at the interactions as opposed to finding out at the end of the “big bang”
- These shorter interactions are called Sprints And sprints are just chunks of time -- typically 2 – 4 weeks in duration – that define a focused effort towards a specific goal in shorter timeframes The example here shows a set of sprints across several of our own dev teams represented as cards aligned to activities on the Gantt Plan in Projectplace – something we call Gantt Reinvented Sprints provide teams with focus and clarity as to what is expected of them and it becomes easier to keep stakeholders apprised of status and updates with these smaller, more manageable body of work
- We often pride ourselves on our abilities to multitask In fact you can find plenty of job postings from employers specifically stating “the ability to multitask” as a requirement However, research shows that it comes at a cost -- and what suffers most are our innovative and creative abilities Jumping too quickly between tasks – or context-switching -- leads to poor choices Poor choices lead to regret and stress and overall unenjoyable work situation This is what Kanban boards can help with
- What is a Kanban board? Kanban is derived from the Japanese words: kan = visual signal, ban = card It’s origins date back to the 1950’s within the the Toyota Production System Toyota introduced and refined the use of kanban in a relay system to standardize the flow of parts in their production lines Line-workers used a kanban (an actual card) to signal steps in their manufacturing process and this became one of several tools Toyota developed to ensure that inventory was based on actual customer orders rather than managerial forecasts. This highly visual nature allowed teams to communicate more easily on what work needed to be done and when. Fast-forward to the 2000’s and agile software development teams have since evolved this concept into digital form, as you see here, and this way to organize and execute work is now common practice within Agile and Lean. What makes Kanban effective? Visualize Work - by creating a visual model of your work and workflow, you can observe the flow of work moving through your Kanban system. Making the work visible—along with blockers, bottlenecks and queues—instantly leads to increased communication and collaboration. Limit Work in Process -By limiting how much unfinished work is in process, you can reduce the time it takes an item to travel through the Kanban system. You can also avoid problems caused by task switching and reduce the need to constantly reprioritize items. Focus on Flow - remember that you want to focus on the flow of VALUE! If you have great flow but what’s being sent through isn’t valuable, you’ve missed the mark. Continuous Improvement - Once your Kanban system is in place, it becomes the cornerstone for a culture of continuous improvement. Teams measure their effectiveness by tracking flow, quality, throughput, lead times and more. Experiments and analysis can change the system to improve the team’s effectiveness. Stop starting and start finishing! Sounds like common sense right? If you have been conditioned into associating your value by what you have started, Kanban reminds you to stop starting and start finishing!
- Here is one of the original kanban boards in Toyota. Pictured here is a line worker moving cards along the board in the Kanban storage area at Toyota Motomachi Plant sometime around 1970 I bet he would have never imagined back then that this picture of himself and his Kanban boards would end up in a webinar in front of hundreds of people in the US… While we now create cards and boards in our web browsers and mobile devices, and move cards along with drag and drop, the fundamental concepts remain the same.
- An interesting psychological observation relating to Kanban is the Zeigarnik effect Russian psychologist, Bluma Zeigarnik , noticed an odd thing while sitting in a restaurant in Vienna. She noticed that the waiters seemed only to remember orders that were in the process of being served and when orders were completed, the orders evaporated from their memory. This plays into the world of Kanban, in that we tend to remember uncompleted tasks rather than completed ones When we move cards from leftmost or ”NOT STARTED” column into the next one, we are committing to complete this task When we move cards to the rightmost or ”DONE” column, we signal that we have completed the task / checked the box and our brain is free to release that burden from our cognitive load
- Projecting or representing a collective set of tasks onto a digital board works as a gathering point for teams to discuss current issues, problems and ”wins” to reach consensus and increase engagement. The transparency that boards provide is great at instilling a sense of awareness and accountability… But by representing tasks as cards on a board, there arises a “psychological projection effect”, where concerns and discomfort around tasks become more open and addressable when they are projected on a shared board So challenges avoid becoming personal or prone to putting people into a defensive state…and it becomes more of a discussion around the card or task itself versus the assignee
- Ok, so we’ve gone through the primer on the basics of Kanban, what it is, where it came from, the benefits and so on For those of you have been putting Kanban into practice or are looking ahead to a world where your teams will have adopted Kanban steady-state..what about metrics? How will you know if Kanban is working for you and what are the key measures and metrics we can use to identify what’s working ,where problems exist and overall how to get better?
- One of the most common views into your Kanban activity is called Cumulative Flow. Cumulative flow is a great, basic place to start and very simply it shows how cards are “flowing” through the boards over time on the way to being done Seen here is an example that shows how many cards (or tasks) were present in each of the columns on a board at any given point in time and if the number of cards has been increasing or decreasing As interesting as this may be, what else can I divine from this colorful illustration besides a basic overview of how work is flowing? The bottom green line – the Done column – will naturally grow wider over time as cards are completed. But keep an eye on your “planning” or early / leftmost columns and the work accumulation trends there (in this example, this would be the yellow and top lighter green areas) If you see a widening of those planning areas, it could be indicating that your teams are having trouble starting or taking on new work. Alternatively, if you see the middle lines getting thicker, you’re having trouble completing tasks and may need to “stop starting, and start finishing” Within those middle bands – and depending on how intricate your columns are – cumulative flow might highlight accumulation in the “approval”, “review” or “test” columns, indicating that items are being completed but are not getting through to completion due to some intermediate approval stage. So cumulative flow gives you a great way to keep tabs on the flow of work and makes it easy to spot those bottlenecks that are preventing things from moving forward.
- Next up is Lead Time and Cycle Time. As your teams adopt Kanban and become familiar and comfortable with it as a way to manage work, you will inevitably want to measure how well your teams are doing at completing tasks and figure out how to improve further. This is what Lead Time and Cycle Time can help you do…with numbers. Lead Time and Cycle Time are two time-based metrics that measure how long it is taking to get things done over time. With Lead Time, the clock starts when a card is created and ends when the card is moved to the Done column. With Cycle Time, the clock starts when a card is started and ends when the card is Done Ideally, both Lead and Cycle Times are as small as possible…but being able to measure them and track them over time gives you the ability to spot problems that may be causing longer times. Generally speaking, the example here shows a pretty positive trend, where this team had about a 2 month lead and cycle time when they were first getting started with Kanban on this particular project back in Aug. It’s now Oct and we can see a nice downward trend where as of Mon they’ve managed to get down to 18 day Lead time and 16 day Cycle time. If you see your times spiking or trending upward, what could it mean? It might mean your teams are trying to take on too many cards or tasks at the same time and you can set lower WIP limits on your columns to help rectify that. Or it might be the case that the cards you’re creating are representing larger tasks that may need to be broken down into smaller ones. The combination of Lead & Cycle time plus Cumulative Flow can give you the information you need to see how your teams are performing, and if in fact they are getting better over time in completing work – or if bottlenecks and other factors may be getting in the way.
- What about deadlines? How do we know if we will be able to hit our due dates when we use Kanban for our projects? This is what a Burndown chart can answer. Extremely popular in the world of Agile software development, a burndown chart shows the work remaining to reach a given goal versus time…and if work continues at the current rate, are we going to make it? In this example, we see the number of cards completed in green versus the planned & in-progress cards on the orange line We also see that this team has a current efficiency of completing just over 2 cards per day and at that rate, they will complete the project on Nov 3. Now, with a target due date of Oct 12, if they want to meet that date they will need to significantly step up their current efficiency to north of 11 cards per day … or start jettisoning scope. This burndown example adds the element of extrapolation from the work trends to provide guidance as to whether or not the goal will be reached in time ..and this visual can be easily consumed by team members and stakeholders regardless of whether or not they have advanced PMI/PMP project training.
- Speaking of scope, how do we track scope and overall progress towards the completion of it? As we just walked through burndown, we also have it’s close cousin burnup, which tracks work progress towards completion. With a burnup chart, like the one seen here, we have a line that depicts the total amount of work or cards, in this case the blue line, and then the work completed line in orange. So over time you can see the total amount of work versus work completed with the delta or distance between the two lines showing how much work is remaining. When the two lines meet, which happened on Sept 29 in this case, all work has been completed and the project will be complete. What else do we see on this chart? We’re all no strangers to scope creep, I’m sure, and this example shows quite a bit of it, particularly around the start of this sprint around Sept 15 but then also around the 21st and 23rd where you see the spikes on the blue line. Then in the 2 or 3 days leading up to the deadline for the sprint, we see the blue line dip downward indicating the jettisoning of tasks and removal of work in order to meet the deadline. So scope, and it’s impacts to the project, is what a burnup chart can surface. In addition to showing you how close you are to completing a project at any given time, it helps us visualize and manage those inevitable scope creep items – additional features, tweaks and requests – are impacting the team’s ability to meet the end goal.
- How can Kanban boards help you? As we’ve seen, it enables teams to self-organize and take ownership of the tasks at hand The visual nature of boards and cards increases transparency and enables all members to clearly see who’s working on what and when or where something is You can use WIP limits to manage overloading of tasks by column on a board Using just a handful of visual and easy-to-digest metrics, you can benchmark the progress of your teams, identify and address bottlenecks and problem areas, and watch the improvement unfold over time As a result, you will see gains in efficiency towards delivering that perceived customer value and satisfaction
- A couple examples from our customers who use Kanban and project collaboration in the wild: One of our customers is a European auto manufacturer and they recently completed a very diverse, multinational project to improve transport safety standards and systems. The project team consisted of 23 different companies involved with team members speaking 5 different languages. They said “The web-based service provided by Projectplace helped us immensely during the implementation of these new safety standards : it is easy to use and is completely self-explanatory” ”We are using Projectplace for a number of different projects where team work is essential and the project members are based in several different locations.”" Another German manufacturer of bathroom furniture uses Projectplace in their product development process which include both internal and external parties. Fast, uncomplicated communication + simple document exchange were required to optimally support these product development processes and they stated that “Whenever any problems appear on the horizon, we are now able to react in advance to prevent them from occurring.”
- Two more quick examples from our customer base: An international power supply company needed to connect their IT teams across 17 different branch locations with project information. They were able to save 20% of the cost on travel – and this global team now uses Projectplace to implement projects smoothly, on time and on budget. And finally, a Danish beverage company managed a control systems replacement and automation project affecting 12,000 valves and pumps. They said their usage of Projectplace in this effort exceeded all expectations and by using Projectplace they saved a full man-year on the project.
- For more customer stores, information on Kanban and Projectplace, visit us at projectplace.com You might also find interesting the recent review of our solution by NetworkWorld, where we received a 5 out of 5 rating in their Gearhead column. And with that, we will now open up for a few questions from the audience….