1. Patrick Steyaert, 2014www.okaloa.com Jack Strong Visual Project Management is elegant in its simplicity. It improves project delivery performance by improved stakeholder communication, visibility and buy-in, at all levels and all directions, whilst reducing project administrative effort and cost. Webinar Content - Typical Project Delivery Problems Visual Project Management Solution Questions and Answers Dr Patrick Steyaert - Okaloa Patrick is currently working with a global Japanese Manufacturer, on a Pan-European business change project using Lean Visual Management methods. Patrick is a hands-on Lean and Agile Coach with an outstanding track record in delivering successful change in large and small ICT and technology organizations. He is an accredited Lean Kanban University Trainer and has a PhD in Computer Science. Visual Project Management

2. Patrick Steyaert, 2014www.okaloa.com Managing the Webinar Because of numbers everyone other than the presenters are on mute. Using the GoTo Webinar control panel send any Questions to me as they come to you. At the end of the presentation, I will bring up the questions and ask Patrick to answer them. If you have any questions after the webinar please send to Jack.Strong@LeanKit.com. A copy of the presentation will be sent to everyone. We will also send a survey which we would greatly appreciate you completing. 3. Patrick Steyaert, 2014www.okaloa.com Visual Project Management May 2014 Patrick Steyaert patrick.steyaert@okaloa.com Patrick Steyaert, 2014 4. Patrick Steyaert, 2014www.okaloa.com Agenda 4 1. Why Visual Project Management? 2. What is Visual Project Management? WHY HOW WHAT Visual Project Management 5. Patrick Steyaert, 2014www.okaloa.com A calamitous history of projects* Project Actual traffic as % of forecast Channel tunnel UK-FR 18% Miami metro, USA 15% Denver International Airport, USA 55% Visual Project Management 5 Project Cost overrun Channel tunnel UK-FR 80% resund access link, DE 70% Great belt link, DE 54% resund coast- to-coast 26% Conclusion: dont trust cost estimates Conclusion: dont trust benefits forecasts *Source: Megaprojects and risk, an anatomy of ambition, Bent Flyvbjerg, Nils Bruzelius and Werner Rothengatter, 2003 => Risk aversion => Entrepreneurship 6. Patrick Steyaert, 2014www.okaloa.com IT projects Visual Project Management 6 Delivering large-scale IT projects on time, on budget, and on value, Michael Bloch, Sven Blumberg, and Jurgen Laartz 17% of IT projects go so bad that they can threaten the very existence of the company (cost overruns of +200% and schedule slippage of nearly 70%) Double Whammy How ICT Projects are Fooled by Randomness and Screwed by Political Intent, Alexander Budzier, Bent Flyvbjerg, Aug 2011. 7. Patrick Steyaert, 2014www.okaloa.com Delusions and deception Imperfect forecasting techniques and inadequate data Planning fallacy & optimism bias Strategic misrepresentation and asymmetric information Visual Project Management 7 Delusions and deceptions lead to misinformed commitment 8. Patrick Steyaert, 2014www.okaloa.com Not delivering to expectation Shared visual understanding Not delivering to expectation Stakeholder engagement Team collaboration Balanced decision making Learning and improvement Informed commitment Visual Project Management 8 Optimism bias No business availability Same issues re-occurring Budget focus only No integrated plans Inadequate techniques Strategic misrepresentation 9. Patrick Steyaert, 2014www.okaloa.com When everybody has a different understanding the result is patchwork. Visual Project Management 9 10. Patrick Steyaert, 2014www.okaloa.com Shared understanding Visual Project Management 10 Shared understanding good integration and alignment Expert understanding limited integration and alignment Integrate and align perspectives 11. Patrick Steyaert, 2014www.okaloa.com Visual understanding Visual Project Management 11 Game of 15 Player A versus Player B The pieces of the game are the 9 digits 1, 2, 3, 4, 5, 6, 7, 8, 9 Rules Each player takes a digit in turn Once a digit is taken it cannot be used anymore The first player to get 3 digits that sum up to 15 wins Sample game A takes 8, B takes 2, A takes 4, B takes 3, A takes 5 You are player B what is your next move? X X XO O Three in a row (tic-tac-toe) You are player O what is your next move? Seeing problems and solutions 12. Patrick Steyaert, 2014www.okaloa.com Start where you are Shared visual understanding is a trigger for change. 12 Shared visual understanding Move towards a more desirable future Visual Project Management 13. Patrick Steyaert, 2014www.okaloa.com Agenda 13 1. Why Visual Project Management? 2. What is Visual Project Management? WHY HOW WHAT Visual Project Management 14. Patrick Steyaert, 2014www.okaloa.com Example Story mapping workflow Story Epic Story Story Story Epic Story Story Story Story Story Story Story Epic Story Story Story Story Visual Project Management 14 Visualization of requirements in the language of users. www.agileproductdesign.com 15. Patrick Steyaert, 2014www.okaloa.com Purpose Trigger a more collaborative way of working Visual Project Management 15 Users universe Developers universeStory maps and creating stakeholder engagement. 16. Patrick Steyaert, 2014www.okaloa.com Example Kanban 16 Visual Project Management Ideas Reday for Dev Development Testing Ready for UAT Done ongoing done 5 Abandoned 5 3 The board shows workflow steps: ready, develop, test, ready for UAT The board shows work-in-progress limits. Visualize the work in the workflow. On this board two types of work items are visualized: user stories and bug fixes On this board two types of work items are visualized: user stories and bug fixes 17. Patrick Steyaert, 2014www.okaloa.com Purpose Trigger improvement of flow Visual Project Management 17 Ideas Reday for Dev Development Testing Ready for UAT Done ongoing done 5 Abandoned 5 3 FLOW and team collaboration. Work piling up 18. Patrick Steyaert, 2014www.okaloa.com More than work alone that needs to be visualized Visual Project Management 18 Risks & Opportunities Learning & improvement Outputs & Outcomes (Value) Adoption & change Work 19. Patrick Steyaert, 2014www.okaloa.com Programme management kanban 19 Visual Project Management Create a shared visual understanding of learning and improvement by managing risks and opportunities. 20. Patrick Steyaert, 2014www.okaloa.com Context Visual Project Management 20 Programme management kanban Development kanban Focus on management of risks, opportunities, learning and improvement Focus on work Risks & Opportunities Learning & improvement Outcomes & Value Adoption & change Work Risks & Opportunities Learning & improvement Outcomes & Value Adoption & change Work 21. Patrick Steyaert, 2014www.okaloa.com What do you see? 21 Visual Project Management FLOW FLOW Two parallel flows of items moving from left to right 22. Patrick Steyaert, 2014www.okaloa.com Visualizing action and observation Programme & Business environment Visual Project Management 22 Decide Observe Orient Act Check Plan Do Adjust PDCA: Actions & counter measures Edward Deming O-O-D-A: Issues, Risks & Opportunities John Boyd 23. Patrick Steyaert, 2014www.okaloa.com Programme management kanban 23 Visual Project Management Create a shared visual understanding of learning and improvement by managing risks and opportunities. 24. Patrick Steyaert, 2014www.okaloa.com Items that are visualized PDCA Probe Time-boxed activity to validate an option Countermeasure Pro-active activity to address a risk or implement an improvement Action Re-active activity to deal with an issue 24 OODA Option The right to do something, not the obligation Opportunity & Risk A future problem or event that, should it occur, will affect you for good or bad Issue A current problem or event that has occurred and will adversely affect you Visual Project Management 25. Patrick Steyaert, 2014www.okaloa.com Purpose is to trigger change to more proactive management 25 Visual Project Management through learning and improvement. FLOW FLOW Issue, risk and action tickets piling up, especially on the left side of the board is an indication that the programme team can not cycle fast enough through the OODA-PDCA loop. The programme is in firefighting mode. 26. Patrick Steyaert, 2014www.okaloa.com Purpose is to trigger change to more proactive management 26 Absence of blue tickets Does the programme only have a downside (risk) and no upside (opportunities)? Or is it an indication of a risk averse mindset of the programme management team? Visual Project Management through learning and improvement. Absence of red tickets A severe case of optimism bias? 27. Patrick Steyaert, 2014www.okaloa.com Visualization makes the difference Visual Project Management 27Risk identification, qualification & response planning Impact Probability Riskfactor QualificationRisk Description risk Status Priority Date raised Raised by Owner Risk category: 0 0 0 0 0 Risk category: 0 0 0 0 0 Risk category: 0 0 0 0 0 Risk category: 0 0 0 0 0 Qualification Risk factor (P x I) 56 Unacceptable risk Escalate immediately to appropriate Board Impact 1 - Very low 3 - Low 5 - Moderate 7 - High 9 - Critical Probability 2 - Very Low 4 - Low 6 - Moderate 8 - High 10 - Very High Traditional Risk log Compliance focus Fragmented view Hard to see patterns Visual board Day-to-day, active management Overview Easy to see patterns Triggers change 28. Patrick Steyaert, 2014www.okaloa.com Product management kanban 28 Visual Project Management Create a shared visual understanding of the value that will be delivered to current and future customers taking adoption and change into account. Risks & Opportunities Learning & improvement Outcomes & Value Adoption & change Work 29. Patrick Steyaert, 2014www.okaloa.com What is value? Discovery Kanban 29 Future customers and users exploration / change Existing customers and users exploitation / adoption Delighter Extend current value proposition by delighting existing customers and users Table stake Address a gap that prevents from being competitive in the existing market Enabler Develop a (technological) platform for future applications Differentiator Explore new value propositions for future customers and users Address a problem that has not been addressed before Create goodwill with users to facilitate adoption 30. Patrick Steyaert, 2014www.okaloa.com Product management kanban 30 Visual Project Management The product management kanban visualizes the different types of value. 31. Patrick Steyaert, 2014www.okaloa.com How is value created? 31 Build-Measure-Learn (differentiators, delighters) Unique Value Proposition Idea Option Real option Exercised option Validated option Lean canvas Minimum Viable Product Buying customers Pivot / persevere Plan-Execute-Verify (enablers, table stakes) narrative Request concept Development DeploymentVerificationConcept feature accepted feature deployed feature Visual Project Management 32. Patrick Steyaert, 2014www.okaloa.com Product management kanban 32 Visual Project Management Create a shared visual understanding of the value that will be delivered to current and future customers. 33. Patrick Steyaert, 2014www.okaloa.com Purpose is to trigger change 33 Visual Project Management FLOW FLOW 34. Patrick Steyaert, 2014www.okaloa.com Purpose is to better balance exploitation and exploration 34 B A L A N C E Visual Project Management leading to balanced decision making. Stuck in delivery Stuck in exploitation 35. Patrick Steyaert, 2014www.okaloa.com A virtual project room (oobeya) Visual Project Management 35 Development kanban Product management kanbanProgramme management kanban More than work alone! workflow Story Epic Story Story Story Epic Story Story Story Story Story Story Story Epic Story Story Story Story Story maps www.discovery-kanban.com 36. Patrick Steyaert, 2014www.okaloa.com Conclusion 36 1. Why Visual Project Management? 2. What is Visual Project Management? WHY HOW WHAT Visual Project Management Integrate and align perspectives See problems and solutions Trigger for change More than visualizing work Good visualization includes risks, opportunities, learning, improvement, outcomes, value, adoption, 3. How Visit www.okaloa.com or www.discovery-kanban.com Join our upcoming Accredited Kanban Training 17, 18 June, Mechelen 37. Patrick Steyaert, 2014www.okaloa.com Thank You Visual Project Management patrick.steyaert@okaloa.com @PatrickSteyaert www.okaloa.com www.discovery-kanban.com 38. Patrick Steyaert, 2014www.okaloa.com Jack Strong 1. Can you explain more about practical experience and implementation in cases 2. How do you see such a virtual project room practically? Questions Patrick Steyaert