What does it mean to support Lean product development teams?

PLAYBOOK visual project managment software uniquely combines the best of Lean, Agile and Theory of Constraints to enable new product development teams to complete projects more than 50% faster.  Here's how.

Pull, not push task assignments

Why it matters: Pull systems maximize work throughput (output) and empower teams. 
Implementation: Team members pull tasks from their backlog which is automatically prioritized.
Benefit: Multi-tasking is avoided. Happy teams, work at maximum productivity levels.

Visual management means teams do the right work, at the right time, across the company

Why it matters: Slips on the critical path cause a 1:1 slip to the project completion date. 
Implementation: Activities are prioritized across the company and tasks are ranked by criticality. 
Benefit: Team members work on the top priorities to moving the project forward at maximum velocity.

Effective management of resource availability and utilization across projects

Why it matters:  Work slows exponentially when team members are booked over 70%. 
Implementation: Limit planned loading so team members are booked 70%, not 100%. 
Benefit: Throughput is stabilized because team members have the flexibility to respond to changes. Schedules are much more accurate and projects are completed faster.

Small queues for fast projects

Why it matters:  Queues are a leading indicator of bottlenecks in your product development system. The ability to identify queues and manage them effectively speeds up the system. 
Implementation: Make work visible so you can see the work and identify issues and risks, daily. 
Benefit: Get your products to market faster.

Small batches for fast feedback

Why it matters: Product development is all about learning. Slow feedback causes slow projects. 
Implementation: Hold frequent, short, stand-up meetings instead of long, infrequent status meetings. 
Benefit: Quickly uncover blockages and communicate issues, risks and status changes.

Decentralized planning, ownership and management of tasks

Why it matters: Uncertainties make long-term planning inaccurate.
Implementation: Teams plan long-term at a high-level and short-term detailed plans 4 to 8 weeks out. 
Benefit: Strong team buy-in to the schedule. Short-term plans are detailed enough to be optimized. Delays are immediately exposed.

Shared project buffers

Why it matters: Teams tend to under-promise (buffer) how long tasks will take, resulting in longer schedules.
Implementation: Create shared project buffers. 
Benefit: Shared buffers promote teamwork to complete tasks on time and reduce schedule padding.


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