Kanplexity?

About projects with complex work

Kanplexity?? is coming out this month. Here are snippets from Kanplexity. What are your thoughts on the topic of agile and projects?

“Think of Kanplexity as a Cynefin starter pack for agility underpinned by Kanban. Kanplexity is not context-free; some adaptation is expected. Kanplexity is for people working together in complex domains. Although Kanplexity can be useful across sectors, it is specially designed for people working outside of software” Kanplexity? ? Orderly Disruption Limited 2019-2022

“About projects with complex work…

A project (Dictionary.cambridge.org, 2022) is a construct that frames a piece of work; it has a beginning, middle, and end.

While justifications for carrying out work as projects tend to be about value (Kanbanguides.org, 2022), we often forget about validating value using this structure. We tend to regard the initial potential value as fulfilled, without even checking if we have indeed harvested it. For example, we might think we’re doing the right things because market share is rising strongly, but maybe that’s only a result of reducing our prices.

Even worse, we sometimes generate failure demand (Vanguard Consulting Ltd, 2022), worsening the customer experience. Indeed, projects are not alone in this regard; “feature factories” are bountiful, where teams focus on building features rather than solving customer problems.

There are some world-class projects that include value validation and the people involved are authentic about agility. But, given the short- to medium-term nature of most projects, there tends to be a lack of readiness, willingness, and ability to deal with systemic organizational issues that impede agility even if solving them would improve project results.

Time-limited project teams and crews also seem counterproductive when considered in the context of the Tuckman model of group development. To disband a project team after a few months of getting to the performing stage is sad. To have a team with a deadline while they’re still in the storming or norming stages is even sadder. Note that although there has been some debate over the validity of the Tuckman model, it has not been proven invalid (The Oxford Review, YouTube.com, 2022).

If using a project structure, avoid fixed dates where possible, especially arbitrary dates:??

• Fixed dates impede readiness, willingness, and ability to engage in discovery. Do we want to deliver what is likely to be the wrong thing on time, or something better possibly later (but possibly sooner)?
• The Change Curve (The Oxford Review, 2022) is another factor to consider. While it might seem that some teams or crews can only get better, it can always get worse. After a change, like implementing Kanplexity, for example, initial performance can worsen in the short term. A team getting used to a change is not ideal for a project with a fixed date, even if we use smaller changes with smaller change curves.

One recommendation is to use a long-term team, weigh the relative value of the portions of each project against each other, and feed them with the most valuable portions. This approach attempts to maximize outcomes with minimal outputs while minimizing task switching.?

Avoid dedicated teams or crews for short- to medium-term projects. Assembling a dedicated project team or crew could lead to the delusion of unlimited capacity, despite flow bottlenecks.?

Favor long-term over short-term teams or crews. Optimize for flow, not people used.?

Teaming is a skill, so if you reteam, consider authentic Dynamic Reteaming (Helfand, 2020) or (Youtube.com, 2022,2).

'Heidi Helfand On Dynamic Reteaming, The Evolution Of Teams, Eco Cycle Mapping And The Bus Factor.' (Youtube.com, 2022) <https://www.youtube.com/watch?v=hH-HaE-Dy3Q > accessed 20 September 2022

Wilkinson D, 'Is The Change Curve A Myth?' (The Oxford Review, 2022) <https://oxford-review.com/is-the-change-curve-real /> accessed 20 September 2022

Wilkinson D, 'Is The Change Curve A Myth?' (The Oxford Review, 2022) <https://oxford-review.com/is-the-change-curve-real /> accessed 20 September 2022

'Failure Demand' (Vanguard Consulting Ltd, 2022) <https://beyondcommandandcontrol.com/failure-demand /> accessed 20 September 2022

'Project' (Dictionary.cambridge.org, 2022) <https://dictionary.cambridge.org/dictionary/english/project > accessed 20 September 2022”

Kanplexity? ? Orderly Disruption Limited 2019-2022?