Expert with over 20 years of practical experience in management and project management. Since 2003 he is the Managing Director of JS PROJECT – consulting & training company, based in Warsaw, Poland. In 1995-2003 he was working in SAP Poland, as a project manager of SAP system implementation projects, and as manager of consultant’ teams. Also was a member of Steering Committees over sighting SAP projects. Earlier he worked for ICL Poland and Siemens-Nixdorf.
He was involved as a consultant and coach in PM transformation projects, PMO establishment and various PM consulting activities. He is also delivering various trainings, such as Management 3.0, Emotionally competent project manager and also agile project management and project management trainings based on PMBOK® Guide. In consulting and coaching activities he is focusing on leadership, applying knowledge of emotional intelligence, mindfulness and various agile leadership practices, including Management 3.0 concepts and practices.
Founder member of PMI Poland Chapter. Holder of the following certificates: PMP®, Agile Project Management Practitioner, PRINCE2 Practitioner, Certified Project Manager (IPMA level C) and CPIM (APICS).
Assessor of the Project of the Year Award 2010-2012 PMI Poland Chapter, and also assessor of IPMA Project Excellence Award (since 2005).
Hobby: traveling and hiking in Poland, criminal books and China’s philosophy, including Buddhism and Taoism.
Talk: Project Portfolio Management System with kanban – Mission impossible?
Companies are striving to improve their approach project portfolio and also to their specific projects. The presentation will focus on my practical experiences gained during working on improving PM and PPM with kanban approach. The main question addressed is: Building and using Project Portfolio Management System (PPMS) with kanban is simple? hard? or maybe it is Mission Impossible?
The starting point for building PPMS with Kanban is the identification of management levels, like:
- Portfolio of projects
- Program management
- Project management
- Task management – team level
- People and team management
and business problems/questions to be answered, and also decisions to be made on those levels.
What is really simple is building the set of interrelated kanban tables to be used on the identified management levels. The hard part, but very inspiring and challenging is defining the WIP limits on various levels, like: personal WIP, team WIP or execution WIP and company or structural WIP. Company WIP limit goal is to make people work on the most important work/projects delivering the most value. There is no single, “one fits all” solution for company WIP limit. Approaches can include TOC (Theory of Constraint) thinking, company boards with teams and calendar units (i.e. months) and some others.
The hardest part of building and using PPMS with Kanban is connected with the required changes in the mindset of executives and mindset of project leaders and team members. Some of the most toughest challenges I have encountered are connected with the following topics:
- Executives ego and the psychopathic approach to people and consultants
- The very traditional approach to change and uncertainty in portfolios and projects
- Misunderstanding of mutual interrelations of demand & supply, i.e. of plans (dreams) and capacity (real life)
- Favouring the biggest enemy of project and portfolio efficient work, i.e. switch tasking
Let’s try to apply kanban approach to manage portfolios, programs, projects and to lead teams. But be careful: in some cases – due to resistance to change the mindset of executives and leaders – it can be really “mission impossible”.