{"id":12834,"date":"2016-06-24T14:43:13","date_gmt":"2016-06-24T19:43:13","guid":{"rendered":"https:\/\/blog.planview.com\/?p=12834"},"modified":"2020-03-02T14:55:14","modified_gmt":"2020-03-02T20:55:14","slug":"are-project-boards-really-kanban-how-old-school-project-management-prevents-continuous-improvement","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/are-project-boards-really-kanban-how-old-school-project-management-prevents-continuous-improvement\/","title":{"rendered":"Are Project Boards Really Kanban? How Old-School Project Management Prevents Continuous Improvement"},"content":{"rendered":"

\"\"<\/p>\n

My name is Amber Bartlett and I\u2019m an Education Specialist at Planview AgilePlace. I have the pleasure of working with customers as they begin implementing our tool. One question that I get fairly regularly has to do with how many boards one person should have. Should each project get its own board, or is there a better way?<\/p>\n

In concept, having a board for each project sounds logical. Each board would be so tidy! The cards on each board would all be about one thing, so you wouldn\u2019t have to wade through unrelated material to find what you need. At the end of each project, you can neatly tuck each board into the archive, and start the next project on a fresh, new board. This is how project managers have been doing things for years.<\/p>\n

However, doing things the \u201cway we\u2019ve always done it\u201d is hardly a step in the direction of continuous improvement. If you manage this way, are you truly making steps towards becoming the Lean company that you are working to be?<\/p>\n

The essential Lean principle\u00a0Eliminate Waste<\/em>\u00a0says that we should be on a mission of continuous improvement (kaizen), driven by a very specific definition of waste: anything that a customer wouldn\u2019t willingly pay for. Using that definition, spending time every day piecing together project status information from several project boards is an incredibly wasteful process. Continue reading\u00a0to learn why you should switch to team, instead of project, Kanban boards.<\/p>\n

Making (Inefficient) Lists, Checking Them Twice<\/h3>\n

Imagine that you are going to the grocery store to shop for a week\u2019s meals. Instead of making a list of all the ingredients that you will need, you bring seven recipes with you \u2014 two written down on note cards, three saved as notes on your phone, and two that you have memorized (more or less). In each aisle, you have to refer to seven different places to make sure you have everything in your basket that you need.<\/p>\n

By the end of your shopping trip, you are exhausted and tired. Oh! And you\u2019ve forgotten to buy the chicken for Tuesday night\u2019s meal, and you ended up getting double the amount of bread that you needed.<\/p>\n

Using a new Kanban board for each project has a similar effect: You may need to check three or four (or more) different boards to be sure that you\u2019ve accomplished everything you needed to do for the day. It\u2019s possible to get everything taken care of, but it\u2019s a far cry from efficiency \u2014 this complicated process introduces waste into the system and slows down your team\u2019s ability to deliver value to your customers.<\/p>\n

Think of how much more efficient it would be for everyone on your team to go to one team Kanban board\u00a0\u2014 or how much less frantic (and more efficient) that grocery trip might have been if you had consolidated all your recipes into one grocery list. With one shared team Kanban board, you have everything required to make informed decisions, like which work to prioritize first. You also have the ability to collect valuable metrics to analyze your team\u2019s performance, which is a key component of continuous improvement. This isn\u2019t just a matter of convenience \u2014 it\u2019s a matter of Leanness. I\u2019ll walk through the most relevant Lean principles to explain how project boards prevent teams from truly practicing\u00a0continuous improvement.<\/p>\n

Optimize the Whole<\/h3>\n

One of the most basic tenets of Lean is\u00a0Optimize the Whole<\/em>. This is difficult, if not impossible, to do without a single, shared view of what the team is facing. It\u2019s nearly impossible to track your entire team\u2019s capacity when you have to go to multiple places to understand what each team member is committed to doing \u2014 and that\u2019s not a good use of anyone\u2019s time. How can you manage\u00a0team WIP<\/a>\u00a0(Work in Process) if you don\u2019t visualize all team activity in one place?<\/p>\n

Create Knowledge<\/h3>\n

Another key Lean principle is\u00a0Create Knowledge<\/em>. If you only work within your specialty, you\u2019re missing valuable opportunities for cross-training from your talented team members.<\/p>\n

It\u2019s astonishing what a fresh set of eyes can bring to a seemingly unsolvable problem. I don\u2019t know how many times it\u2019s happened: I couldn\u2019t solve a problem, then after collaborating with a coworker, I was able to see it in a new light and find the right solution. Each time this happens is an incredible opportunity to grow \u2014 by hearing new ideas, and gaining more perspective on the multiple approaches to solving any given problem.<\/p>\n

Conversely, your perspective could be equally valuable to the work someone else is doing \u2014 but without visibility into that work, you\u2019d never see that opportunity to help your team deliver value faster. Keeping individual projects separate hides opportunities to \u201cswarm\u201d around problems. Fun fact: When bees need a new hive, they stop what they are doing and tackle the challenge\u00a0as a system \u2014 known in the Lean\/Kanban world as\u00a0stopping the line<\/em>. They all leave the hive in a giant bunch, keeping the queen safe in the middle. All the worker bees (minus a few scouts) stick together until a new location can be found, then they all travel together in a giant mass until the queen can be safely deposited in her new home.<\/p>\n

How does this apply to you? When a problem arises, everyone that has visualization into the issue can drop everything and work toward a solution. The addition of new ideas, brains and hands on a problem can move a problem towards a speedy conclusion. However, without being able to visualize that there is a problem, the chance to pull together as a team may be lost. These opportunities are difficult to see without methodical visualization techniques.<\/p>\n

Respect for People<\/h3>\n

Finally, let\u2019s talk about my favorite principle of Lean: Respect for People. There\u2019s nothing more disrespectful than wasting someone\u2019s time. Unfortunately, sometimes we do this unintentionally. Before I started practicing Lean and Kanban, I didn\u2019t see just how wasteful, and thereby disrespectful, status meetings could be. In teams I\u2019ve been on, everyone would go around the room, waiting for their five minutes to talk. When my turn came, I would tell all my disinterested co-workers about the minutiae of my work day.<\/p>\n

We didn\u2019t talk about how to improve the quality of a piece of work, remove obstacles out of each other\u2019s way or swarm on a project to get it\u00a0done. We weren\u2019t actually talking\u00a0to<\/em>\u00a0each other \u2014 we were talking\u00a0at<\/em>\u00a0each other.<\/p>\n

If we don\u2019t improve the quality of our communication (within and outside of meetings), we can\u2019t improve the quality of our work, or the quality of our lives. How frustrating is it to feel like you\u2019re always on a different page from your co-workers? Inevitably, miscommunications cause frustration, anxiety and resentment in teams. As W. Edwards Deming said, \u201cA bad system will beat a good person every time.\u201d<\/p>\n

How Team Kanban Boards Can Help<\/h3>\n

Having your entire team\u2019s work on one board eliminates these communication problems. Humans are visual by nature \u2014 using one Kanban board to visualize the team\u2019s entire process enables you to spend meeting time more intentionally, focusing on the work that needs discussion (looming deadlines, critical priority or even completely blocked) instead of poorly communicated verbal status updates.<\/p>\n

Our executive team at Planview AgilePlace completes their standup meetings in just four minutes. Of course, not every team can handle a meeting that quick, but could we eliminate hour-long status meetings, and replace them with 15-minute standups? With team Kanban boards, definitely.<\/p>\n

Transitioning to Team Boards<\/h3>\n

So, how do you get started? Take the plunge! It can be intimidating to transition your team to a new way of visualizing work, but have no fear. We have some resources that will help you along the way.<\/p>\n

Use our\u00a0Kanban Roadmap<\/a>\u00a0to help design the way your work flows. This ebook can help you make decisions of the proper way to begin and to continually improve along the way. Concerned about clutter on your board? Please refer to\u00a0this article<\/a>, written by a member of our support team about how to effectively use filters. You\u2019ll have a neat and tidy view of what you need to see, regardless of how many cards your team chooses to add.<\/p>\n","protected":false},"excerpt":{"rendered":"

My name is Amber Bartlett and I\u2019m an Education Specialist at Planview AgilePlace. I have the pleasure of working with customers as they begin implementing our tool. One question that I get fairly regularly has to do with how many boards one person should have. 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