If you don’t have it on your calendar, please make note — today, Saturday, August 31st, is International Bacon Day. This means you are obligated to eat some bacon at some point today. Try yourself some bacon jam, bacon chocolate, or even some candied bacon. Here some great examples from BaconToday.com.
I know this is going to sound weird, but I have an affinity for the boards we use in Agile Software Development (or Agile Project Management). I’m using the generic term board, but you may refer to them as Storyboards, Taskboards, Testing boards, kanban boards, or simply job boards.
If I get into the way-back machine; back to when I first started my career. I was in Valdosta, Georgia working my first job out of college, Trus Joist MacMillan, and I was being walked around the manufacturing facility. I was in awe and deep appreciation for what I was learning. As I went through the customer service area, I noticed a large magnetic board and on it were these color coded cards with lines that represented stages and dates running across the top. I inquisitively asked, “what is that?” They quickly and proudly gave me the run down that these things all represented our customer’s requests for goods (a.k.a. orders). The columns represented stages of the manufacturing cycle and the lanes represented weeks. This board was the central information hub for the plant — the board described everything going on from department-to-department. It gave the all plant team members indicators as to how well are we satisfying our customers, what’s coming up for the next week, and which customer orders were being held up. The other thing I noticed is that as you went throughout the facility, other departments had similar boards that were a reflection of the main board but for the specific customer requests they were working and the boards reflected each departments workflow.
Does this sound familiar?
If it doesn’t, then you are probably not working in an agile world, or living under a rock, or you are using agile by you are missing out on something great. Me and my colleagues talk about metrics a lot – with our customers and internally. Well, in case you didn’t notice, the boards themselves are living breathing metrics. The boards are the team’s communications central as well as a key way to see collectively “how are we doing?”
In fact, the boards often ask just as many questions that they answer. These questions can vary based on your role and whether or not you are an embedded team member using the board or a bystander looking to gain insights from the board. I took on the the challenge of looking at questions asked and answered by the boards and found 40, yes 40 — check them out on this mind map. I’m sure there are more; however, I figured 40 was a good start and stop.
Besides all the questions boards ask and answer, I also love boards for their ability to simplify the portrayal of real-time information while being able to have complex information tucked away in the details. Teams can easily innovate and adapt their boards with the use of colors, pictures, lines, layouts, materials, etc.
Finally, I love boards because they actually build the teams. They provide a place to recognize accomplishments, share challenges, and they are the place to stand around and talk about what is happening on the project. If you are using an electronic board, you can still gain these valuable intangibles by keeping the board up-to-date and driving all collaborations on what is happening on the boards. Boards give teams focus, while also given them information that empowers them to make decisions to get things done and meet commitments.
Please share your thoughts on why you like, love, or hate the boards your teams use. Share some examples. If you are not using a board today, why not? Trust me — you will be glad you did.
Checkout this gallery of board examples that I found:
Had a great time recently talking to the PMI Atlanta – Agile Interest group. Great participation and lots of fun, nice people. Please check out the presentation and let me know if you want to have this discussion at your organization.
Just when you thought you’ve seen everything, you stumble upon some duct tape with bacon printed on it. Click here to buy a roll.
Effectiveness is doing the right things.
– Peter Drucker[/mks_pullquote]As we continue to explore words and their impact on conversations and behaviors, I would be remiss if I didn’t bring up a common set of words that generally makes me twitchy if one is emphasized more than the other — the words are Efficient and Effective. Let’s first look at the definitions of both:
effective. a. Successful in producing a desired or intended result.
efficient. a. (esp. of a system or machine) Achieving maximum productivity with minimum wasted effort or expense. (of a person) Working in a well-organized and competent way.
A lot of people talk about and use both these words — in fact, with some folks, these words are their Drinking Game words (every time they say it, you drink). If your role focuses more around management then you probably guilty of using the word “efficient” quite a bit. If your role is focused more around product quality or release management, then you probably say “effective” throughout the day. If what you do or build is largely commoditized or well established, you may tend to focus on how efficiently things get done. If what you produce is suffering in the market (either a lot of support or lack of sales), the word you probably talk about a lot more is effectiveness.
In all these cases, the context of the person or the product dictates our focus on either efficiency or effectiveness. This seems fairly harmless, but problems creep in when we might focus on one thing more than the other. If we focus to much on achieving maximum productivity, we may tend to miss key details and or skirt over a key step that insured quality. If we focus solely on effectiveness, we may see over engineering, gold plating, and an opportunity pass us by.
I’ve read several blogs lately about having efficient daily stand ups or retrospectives or planning meetings, with just a few words mentioning ensuring effectiveness. Since these meetings are about creating a team and continuously improving, effectiveness should be a key part if not the primary part of the discussion. In these situations, you could argue that efficiency would help drive effectiveness. For example, sticking to the 15 minute rule around stand-ups is meant to be a time boundary to help team members to ensure their effectiveness of their message.
Agile and Lean principles have elements of both effective (focus on delivering value) and efficiency (while minimizing waste). If you are an efficiency junky, don’t forget effectiveness. And if you tend to be an effectiveness aficionado, don’t forget that in today’s market landscape — things have to be done efficiently. Both of these words should be used together and when we have a discussion about doing something better, we should understand how the improvement impacts effectiveness and efficiency. I quoted Peter Drucker at the beginning of this post, and it’s appropriate since his writings, specifically his book The Effective Executive has long shaped this Effective vs. Efficient model and thinking. The model shows that without effectiveness, efficiency doesn’t matter. That being said, the time window for effectiveness has gotten smaller due to competition and more demanding consumers — meaning, in his model you may not survive long.
So the next time we are innovating around our process, let’s be sure the conversation includes doing things effectively while while keeping efficiency in mind.