The A3-method is very simple and effective Lean project management method designed specifically for small and medium sized improvement projects. The A3-method is simple to learn and get started with and has a good track record for producing results and at the same time developing people. The A3-method is based on the work of Mike Rother and his research and publications on Toyota Kata.

1. A3-method
Teemu Toivonen

2. Understanding the context
Project size
• Not a lot of large projects
(> 100 ke)
• Small and mid sized projects
Personal background
• 10+ years of project
experience (pm and owner)
• Experience with traditional
project methods, Lean and
Agile
Organizational background
• Limited project management
experience
• Ad hoc working culture
• Management desire to
transition to a more
systematice way of working
Traditional project management
• The track record for a lot of
the established methods is
not pretty
• Likelihood of success is small
especially considering the
organizational background

3. Searching for inspiration
What are the success stories in small and mid
sized projects?
Scrum Toyota Kata
Neither one directly fits the context, but they contain the ideas
needed to succeed!

4. What problems are we trying to solve with the A3-method?
• Misalignment between PM and owner
• Problems surface too late
• Illusions about the starting condition
• Poor communication to stakeholders
• Project management methods are too heavy and bureaucratic
• Target is unrealistic
• No (or too little too late) feedback
• Sticking to the plan
• Not enough guidance from owner
• The big picture is unclear
• Results are not sustainable after project
• Focus on deliverables instead of purpose
• Focus on execution instead of adaptation to reality
• No real learning from project to next projects
• Ad hoc way of working
… and many more. What is your favorite problem?

5. A3-method principles
Go and see
Plan-Do-Check-Act
Visualization
-
create a shared mindCommunicate status
regularly and clearly to
stakeholders
Fail fast
Focus on learning
Frequent face to face
communication
Quick feedback loops
Bias for action
Blame free culture
Understand why
-
Clarity about the big picture
Purpose over
deliverables
Light weight
PM-model
Always know the
next step

6. Although there are a lot of important principles and
ideas behind the A3-method, keeping it simple and
easy to learn and use is key.
The A3-method has is designed in a way that you do
not need to understand all the underpinnings to get
the results. Instead you get an easy to use
systematic working method.

7. A3-method roles
Team member
• Participates in the work
• Understands the context
• Varying participation
Stakeholder
• Has a stake in the project
• Up to date at all times
• Can contribute through
commenting
Project Manager
• Project execution
• Communication
• Analyses
• Follows the A3-method
Project Owner
• Sets the vision
• Initial challenge
• Escalation channel
• Coach the A3-method
In this presentation the focus is on the roles of the project manager and owner

8. A3-process
Long term vision
”North Star”
+
initial challenge
1. Understand the direction + initial
challenge
2. Understand the current condition
3. Define the Next target condition +
initial plan
4. Experiment your way to the target
5. Reflect, stabilize and start over
Next target
condition
A good target
condition is abouth a
month or two away
PDCA-experiment
1. Hypothesis
2. Experiment
3. Result
4. Learning
PDCA experiment
your way to the target
Current condition
Understand deeply

9. A3-template
A3-
document
Project
owner
Project
manager
The A3 is not a form to fill! It is a living document that is updated
and revised throughout the A3-process.
Shared
understanding
and active
collaboration

10. Project manager and owner
collaboration
High frequency face to face communication is a critical
component of success. In the initial planning phase everyday is
ideal. During the execution phase once a week is a good goal.

11. Setting the stage
The project owner has the main responsibility
for this phase.
Clarify the
direction
Set the initial
challenge
Define
restrictions
Plan the first
steps +
communication
plan

12. Understanding the current condition
The project manager has the main responsibility
for this phase. Go and see is the philosophy.
Understand the
current situation
by thorough
analyses
Give feedback, ask
for clarifications
and additional
research if needed
Document the
current situation
concisely and
based on facts
It’s a lot harder
to really see than
you’d guess

13. Setting the target condition
The project manager has the main responsibility for this phase. A target
condition describes both the outcome and process and can be achieved in 1-
3 months . In the beginning shorter is better for learning.
Define the next target
condition and analyze
obstacles
Give feedback and
ensure alignment
with “north star”
Make initial plan
(outline) on how to
get to the next target
condition. Plan first
steps in detail.
A good target condition is both
challenging and mindful of the
restrictions of the project.
The plan is not detailed except for
initial steps. Think of rolling wave
planning.

14. Execute and adapt
The project manager has the main responsibility
for this phase.
Make more detailed
plans in a JIT fashion.
Execute plan with a
experimentation
mindset.
Give feedback and
ensure alignment
with “north star”
and target condition.
Adjust plan according
to learning. Frequent
F2F meetings with
owner about progres
Rolling wave planning.
Executions as experimentation.
Fail fast and find a way by learning.
Frequent meetings between pm and
owner .

15. Executions as PDCA experiments
What is your hypothesis?
Design a quick experiment
What is the expected outcome?
Run the experiment
“quick and light”
What was the actual outcome?
Was it what you expected?
What did you learn?
Time for update plan!
or
How do I sustain the results?
Points of emphasis
Short iteration cycles Go and see Focus on learning

16. Mindset: Navigate towards the target with experiments
Find the route to the target by
learning from experiments and
focusing on the next step forward
based on that learning

17. Check – did we get there?
The project manager has the main responsibility
for this phase.
A fact based review
about the
results, process and
learning.
Give feedback to pm
about results and
process.
Give feedback to
owner about his role
and coaching.
An honest reflection about the
results and process based on facts.

18. Adjusting to the results
The project manager has the main responsibility
for this phase.
Plan how will we sustain
the results that were
achieved. Schedule
checkup meetings.
Give feedback.
Initiate a follow up
project if needed.
Plan on how, when and
to whom the project
learning will be shared
with.
Although the project phase ends
the follow up action items need to
be planed and scheduled to
sustain the results and share
learning.

19. The project owner as a coach
In addition to the traditional
responsibilities of the project
owner he/she acts as a coach
to the project manager in
regards to the A3-method. So
we are aiming both to get
successful projects and
develop our A3 capability.

20. Adjustments
This presentation was about the basic recipe of
the A3-method. Of course in real life
adjustments have to be made according to the
circumstances.

21. A3-process
Long term vision
”North Star”
+
initial challenge
1. Understand the direction + initial
challenge
2. Understand the current condition
3. Define the Next target condition +
initial plan
4. Experiment your way to the target
5. Reflect, stabilize and start over
Next target
condition
A good target
condition is abouth a
month or two away
PDCA-experiment
1. Hypothesis
2. Experiment
3. Result
4. Learning
PDCA experiment
your way to the target
Current condition
Understand deeply