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Portfolio Kanban

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Very frequently, when we discuss a change initiative failure, we point as one of key reasons of the failure lack of support from top management. Much effort on team level is wasted because the organization on high level is set up to preserve status quo.

For a change agent looking to set an organization on a path on continuous, evolutionary change addressing the issue of stale mindset of the leaders of the company is frequently the key obstacle to overcome. Usually, a different set of tools is required to achieve that, especially for internal change agents who have hierarchy working against them.

I will show how we can use Portfolio Kanban as a low-friction method, which might be used by change agents, to steer mindset change among top managers. Similarly to team-level Kanban a few simple rules help to change how we look at project or product portfolio and how the work flows on high level.

Thinking about Kanban on portfolio level introduces the whole new set of challenges that can’t be solved with standard approach, so it is also a story about Kanban versatility and adaptability.

After all, if end results include better understanding of how the work is done, improved effectiveness and healthier work environment for teams it is worth giving a try, isn’t it?

Publicado en: Empresariales, Tecnología
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Portfolio Kanban

  1. 1. Portfolio KanbanA Backdoor to Organizational EvolutionPawel Brodzinski@pawelbrodzinski
  2. 2. Hi, I’m PawelLunar Logichttp://llp.plSoftware ProjectManagementhttp://brodzinski.comTwitter@pawelbrodzinski
  3. 3. A story of ateam...
  4. 4. Failure
  5. 5. A system of localoptima is not an optimalsystem at all; it is a verysuboptimal systemEli Goldratt
  6. 6. Processingthe waste moreeffectively is cheaper,neater, faster waste.Stephen Parry
  7. 7. If you are doingthe wrong thingyou can’t learn, you willonly be trying to do thewrong thing righter.John Seddon
  8. 8. Lack ofsupport onportfoliolevel
  9. 9. I’ve been supervisingmultiple concurrentprojects for 8 years...And it sucks!
  10. 10. Excel frenzy
  11. 11. Oh, there arejust too manyof them!
  12. 12. Source: Gerald Weinberg, Quality Software Management:Vol. 1 System ThinkingCost of context switching
  13. 13. Zeigarnik Effect:Tendency to experienceintrusive thought aboutan objective leftincompleteSource: S. Greist-Bousquet, N. Shiffman: The effect of taskinterrupton and closure on perceived duration
  14. 14. Cost of taskswitching is rootedin interference fromthoughts about the taskyour are not doingEyal Ophir
  15. 15. Time to market
  16. 16. Source: E. Ophir, C. Nass, A. Wagner:Cognitive control in media multitaskersLowerquality
  17. 17. Teams that workedonly on a single projectwere significantly betterin terms of defects densityLarry Maccherone
  18. 18. Don’t weknow thecure already?
  19. 19. Portfolio Kanban
  20. 20. Portfolio Kanban
  21. 21. Variability stupid!
  22. 22. We should learn toabsorb variability,not to fight it
  23. 23. Stalled board
  24. 24. WIP limits? Oh...
  25. 25. Non-standardboard designs
  26. 26. Total capabilities
  27. 27. Different capabilities
  28. 28. Free capabilities
  29. 29. Commitments
  30. 30. Concurrent engagements
  31. 31. Planned time span
  32. 32. Types of work
  33. 33. Future commitments
  34. 34. Planned work
  35. 35. Unavailability
  36. 36. Show methat here
  37. 37. Low hangingfruit
  38. 38. Value-adding items
  39. 39. Value adding!=value adding
  40. 40. What about WIPlimits then?5O
  41. 41. Free capabilities
  42. 42. WIP limits byconversation
  43. 43. Finally,data fromothersources
  44. 44. Cost of delay
  45. 45. Portfolio Kanbanis not about choosingthe work you do;it’s about choosing thework you don’t do
  46. 46. Mind shift from lookingthrough the attractivenessglasses to looking throughcapabilities glasses
  47. 47. Best poker playersdon’t play many games;they play the games thatthey can winTodd Little
  48. 48. The outcomes?
  49. 49. Meaningful metrics
  50. 50. Fewer ongoing projects1O
  51. 51. Feweremergencies
  52. 52. Healthier workenvironmentfor teams
  53. 53. Team-levelslack time
  54. 54. Problem we tend to ignore
  55. 55. Low-frictionmethod
  56. 56. Thank youPawel