Here are some recent goings-ons with the Kanban board.
I’ve told this to others in my organization and I’ll continue to say it, this board is central to the project’s organization and understanding. It saves my bacon daily–simply because I know what the heck is going on. I highly recommend one.
Just to remind my readers—my organization does not embrace Kanban, Agile, or any type of improvement methodology or philosophy. This series documents the challenges, failures, and triumphs of trying something different.
- There are many who still just don’t get it. I still get teased:
- “Watch out! Don’t knock off any post-it notes!” as a group of people walk by.
- “What if someone just comes along and . . .” Person moves post-it note to elsewhere on the board (actually, I can figure out where its supposed to go just by looking at it).
- “What if there is a fire?” often said with a smirk. (“Everyone grab a post-it note!”
- Of these comments, I know some of its just good ribbing and some its genuine disbelief. Regardless, this is something I’ve learned just comes with the territory. For the most part, I feel people have come to respect what I do even if they don’t quite get it.
- The series was featured on the Deming Institute! One of my team members, who had lived in Japan, immediately understood the significance of this. “Everyone has GOT to know about this!” he said. This is about as far as the excitement went, though. I told my supervisor, and he seemed to think it was cool, but didn’t say much about it. When I told our PMO lead, he asked, “Whose Deming?” After I explained, another colleague laughed and said, “It sounds like a cult.” This sucked some of the wind out of my sails.
- Team members are starting to interact with the board after some encouragement. I’ll be at my desk and here the pop and soft rattle of a post-it note moving on the board from behind me. Its a good sound—the board removes me as a bottle neck. The board is showing the team what needs to be worked on without me telling them!
- One of our team members, a former navy man, compared the board to boards they use in the navy to monitor ships that are all over the world. He said he likes the board.
- I’ve said this before and will say it again—it would be better if all those who use the board were right next to it. Those who are at my location work in another room. They have to get up, walk out of their room, down a hall, and in to my area to see what is going on. Up to a hundred feet. I can understand why they might think the board is a pain. I also think this causes the board not to always get updated like it should.
- Related– it would be better if all our remote partners could see it. I believe one of our partners suffer from cumbersome internal processes and systems and I think our board could give them some clarity. There are things I regularly see that I have to keep bringing to their attention, but if they could see it themselves, they wouldn’t need me to point it out. Ideally, the board would be electronic so all remote team members can see it, but also retain its current size so those in its presence can read it and discuss it.
- We’ve had new people come on board to help me with the project. I asked them to use the board. There was some resistance to it, including from their manager, at first. This company is used to working in spreadsheets (which I’m seeing more and more of the problems of). One member openly said, “I’m not going to use this.” I think she was intimidated by it, but once I told her why it was important to the project and I showed how it worked and told her not to worry about all the nuances, she chilled.
- One of the new team members seems to really like the idea. I think he may become a champion of convincing others of the board’s merits. I think a board like this would help them with their own work. I’m wondering if he is starting to see this.
- The new people have been taking the post-it notes back to their desks. I allowed this because they needed the information on the notes to complete their work. The negative– sometimes I’m looking for a site and can’t find it. I’ve started wondering if this was a good idea. I’m worried the post its will get lost. This again drives home the point that it would be better if we were all in the same location.
- While everyone knows I’m very aware of what is going on with the project, they are not happy with the results they are seeing (the project has been behind schedule since the first week). This make me concerned that people will conclude that a board like this does not help get a better result. My argument—what type of predicament would we be in without it?
- Its official. We are moving to a new location and there seems to be some disagreement on if there is room for the board. My supervisor and teammate think so, but others have told me there won’t be any room. I wonder sometimes if I am going to be made to conform. I wonder if anyone has any idea how important this board is to understanding a very complex project and how its central to the project’s organization. Of course, if it can be accommodated–all who currently use the board will be in the same location and that would be very, very good. We’ll see what happens!
- Someone told me that one of the manager’s admired the fact that I did what I believed to be right despite strong pressure not to. He said we needed more people to do that. I believe they were referring to the board.
- As I study Lean, I’ve come to the conclusion that the board actually duplicates effort which is wasteful. I have to write information from an e-mail or spreadsheet onto the post-it note. This is the downside. The upside, it puts the information in a form where I am able to synthesize it. I am unable to do this when its in its original form. I wonder if there is a way to get both worlds?
- This company does not believe in (or understand the importance of) limiting work limits and finishing before you start something else. As a result, the board is getting cluttered with tons of post-its and its getting harder to find specific posts its. There has also been times where I have duplicated a note.
- During my last post on this series, I wished our partner would start sending over smaller batches at more frequent intervals so we could create flow. I was able to convince them to do that. However, we are still not getting the results we want from them. Because I don’t have a clear insight into our partner’s processes, I’m unable to understand where the bottlenecks are and where to help fix them. Management is getting frustrated. We asked the partner to double their batch size, but because still don’t see good results, leadership has insisted they do them all at once. So much for the concept of flow. . .
- Because management has asked for everything to be released at once, I predict our board is going to get very crowded and our WIP is going to explode. I wonder sometimes if the board will be any of any use at that point. I might be spending all my time just updating it and that’s not going to help us get any work done. That could just be the fear talking, though. Who knows?
What I wish for
- I wish management would visit our area more often to understand what is going on and help us solve our issues. The board (and all the charts I display) is just as much for them as it is for our people. They don’t come by, though, and we usually only talk during reporting meetings (which often results in their frustration). Without management being able to ‘see’ what is happening they have to revert to my interpretations. They aren’t getting the results, though, and as discussed, they are very much getting more and more frustrated.
- I wish there was some way (technologically) for everyone involved in the project to see this board without us losing its size and “physicallness” it currently has. Even if I were to create this board in OneNote (which would be a large undertaking) so everyone could see it, I’m not certain everyone would use it and I would lose the benefits its currently giving the project. This is a risk I’m not willing to take.
- I wished people at my company would read my blog. Maybe I’ll get ballsy and send my blog to our IT director. Hmmm . . .