This document discusses using Kanban principles and practices to improve productivity, quality, and time to market for product development projects. It presents Kanban as an alternative to "Push" organizations that lack transparency and empowerment. Key Kanban elements discussed include visualizing workflow, limiting work-in-progress, managing flow through prioritization and forecasting, responding to changing priorities through expediting and swarming, using multi-level boards, and implementing feedback loops and governance. The document provides an overview of how to start implementing Kanban through systems thinking and modeling the current workflow.

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KANBANPMO
José Casal
jose.casal@actineo.xyz
@jose_casal

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CAN WE DELIVER
TRUE BUSINESS
VALUE FASTER*?

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WHY DO COMPANIES
FACE ISSUES WITH
PRODUCTIVITY,
QUALITY &
TIME TO MARKET?

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WHY DO PRODUCT
DEVELOPMENT PROJECTS
MISS THEIR ECONOMIC
OBJECTIVES?

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Push
Pull

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PUSH VS PULL ORGANISATIONS
In Push Organisations
• Decision making in isolation
• Lack of visibility and transparency
• Unclear expectations and goals
• Lack of economic prioritisation of projects and misalignment with
strategic goals
• Lack of empowerment and enablement of employees to meet
expectations

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PUSH VS PULL ORGANISATIONS
In Pull Organisations
• Teams self-organise based on capacity and capability
• Equal contributors to the problem-solving process
• Maintain their commitment
• Create engaging environment with passion & excitement
• Predictability
• Probabilistic planning & forecasting
• Smooth journey from concept to cash

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Deployment
Feasibility
Delivery
Foundations
Pre-Project
Post-Project
AGILE PM LIFECYCLE

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Deployment
Feasibility
Delivery
FoundationsPre-Project
Post-Project
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy
PROCESS MAPPING

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START WHERE YOU ARE NOW
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy

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VISUAL MANAGEMENT
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy

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VISUALISATION
Merits in visualising your Portfolio:
• Visualise the stage of each project in the portfolio
• Identify which projects are blocked
• Raise awareness of the bottlenecks
• Align projects with teams
• Highlight the current workload
• Resolve interdependencies
• Prioritise projects based on economic drivers
• Classify projects by their nature using colour aids

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BALANCING DEMAND & CAPACITY
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LIMIT YOUR WIP
Set WIP Limits:
• Balance the demand for more work with the capacity to deliver
quality products
• WIP Limits create a coordination mechanism
• Enable a pull-based system
• Sustainable teams working in a productive and predictable
environment
• WIP Limits signal availability & expose issues
• Focus on flow and not on utilisation

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“
“Avoid futility of endless busyness, make time to
renew, find time gaps to reflect, take advantage
of slack to respond to change.
– Stephen Covey

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MANAGE FLOW
• Manage your portfolio with valuable data
• Prioritisation made on economic value (e.g. Cost of Delay, Cost of
Carry, Real Options)
• Identify and manage different types of projects (e.g. S/M/L or
Internal/External)
• Understand your system (Cumulative Flow Diagrams, Lead Time
Distributions)
• Accurate Probabilistic Forecasting of Project Completion

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RESPONDING TO BUSINESS PRIORITIES
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Expedite à à à à à

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MANAGE FLOW
Expedite projects:
• Expedite projects that have a business-critical impact
• Expediting provides a means to respond
• Swarming on the project
• ACT!

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Expedite à à à à à
PROJECTS IN PROGRESS

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MANAGE FLOW
Use Project Swimlanes to limit projects in progress (PIP):
• Visualise and manage team workloads
• Focus on completing projects
• Avoid project multi-tasking
• Coordinate multi-project deployments

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Expedite à à à à à
Goal Backlog In Prog
TRACKING PROJECT PROGRESS

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MULTI-LEVEL (NESTED) BOARDS
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Expedite à à à à à
Goal Backlog In Prog
To-Do Doing Done
To-Do Doing Done
To-Do Doing Done

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MANAGE FLOW
Connecting the PMO & Delivery perspectives:
• Detailed work at team-level board
• Regularly prioritised backlog based on business value
• Interfaces well with Scrum teams:
• Tickets in the PMO board form the Sprint Goals or the Sprint
Backlog stories
• Potentially Shippable Increments (PSI) from Scrum teams
contribute towards Deploy phase

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Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy
Expedite à à à à à
Goal Backlog In Prog
To-Do Doing Done
To-Do Doing Done
To-Do Doing Done
EXPLICIT
POLICIES
EXPLICIT
POLICIES
EXPLICIT
POLICIES
EXPLICIT
POLICIES
EXPLICIT
POLICIES
GOVERNANCE & QUALITY

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EXPLICIT PROCESS POLICIES
Definition of Done for each stage aligned to the products
E.g. a policy for moving between Feasibility and Foundations would
be to have completed the following products:
• Outline Business Case
• Risk Assessment
• Outline Solution
• Feasibility Prototype (optional)
• Outline Plan
• Project Approach Questionnaire (PAQ)

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IMPLEMENT FEEDBACK LOOPS
Timebox Reviews
Timebox Retrospectives
Increment Reviews
Project Reviews
Project Retrospectives
Operations Reviews
Service Delivery Reviews
Risk Reviews
Strategy Reviews
Agile PM Kanban
Delivery Planning Meeting
Kanban Meeting
Replenishment Commitment
Meeting

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WHERE TO START
STATIK
Systems Thinking
Approach to
Implementing Kanban
Design Kanban System
Classes of Service
Model Workflow
Demand & Capability
Opportunityto Improve

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THANKS