{"id":4917,"date":"2023-02-16T09:00:29","date_gmt":"2023-02-16T07:00:29","guid":{"rendered":"https:\/\/getnave.com\/blog\/?p=4917"},"modified":"2023-03-18T19:31:28","modified_gmt":"2023-03-18T17:31:28","slug":"wip-limits-to-do-columns","status":"publish","type":"post","link":"https:\/\/getnave.com\/blog\/wip-limits-to-do-columns\/","title":{"rendered":"How to Get the Most Out of Your Teams\u2019 Expertise During Your Planning Meetings"},"content":{"rendered":"
<\/div>\n

As managers, it\u2019s our job to choose what work items enter the downstream process \u2013 and why. But it\u2019s up to the team to decide how to handle those items. Let\u2019s discuss how you can enable your teammates to define solutions in the most collaborative and efficient way possible.<\/em><\/p>\n

Are you familiar with the phrase, \u201cthe wisdom of crowds\u201d?<\/p>\n

The basic idea is that people make smarter choices when doing it collectively as a group, rather than as individuals.<\/p>\n

And it\u2019s definitely true when it comes to defining the most feasible solutions to your customer\u2019s problems.<\/p>\n

Your planning meetings are so much more than just a time to discuss what needs to be done. It\u2019s an opportunity to empower your teams to put their heads together and come up with the most viable solutions possible.<\/p>\n

After all, your team is full of people with wide-ranging skills, experiences and specialties. If you think about it, it would be unreasonable not to take advantage of their expertise when determining the solutions to your customers\u2019 problems.<\/strong><\/p>\n

You as a manager select which work items should move forward in the process. This is the point at which your teams are able to review and discuss the work before ultimately deciding what to commit to next.<\/p>\n

You Define the Problem; Your Team Defines the Solution<\/h2>\n

The not-so secret weapon to finding the most feasible solution is to let every member of the team contribute to the discussion based on their expertise, viewpoints and insights from their respective areas.<\/p>\n

As a business representative, you decide the \u201cwhat\u201d and the \u201cwhy.\u201d<\/p>\n

It\u2019s up to your team to decide the \u201chow.\u201d<\/p>\n

Take advantage of all the expertise you have in place and build on all the different narratives to get the most out of it. That\u2019s how you\u2019ll end up with the easiest and fastest way to solve your customers’ problems.<\/p>\n

The goal here is to achieve an alignment between everyone involved about what needs to be done and how it will be achieved. You want your team to understand the \u201cwhat\u201d and the \u201cwhy\u201d and agree on the \u201chow.\u201d<\/p>\n

Hashing Out the \u201cHow\u201d<\/h2>\n

What does it look like in practice? How can you implement this strategy on your Kanban system design?<\/p>\n

To keep things simple, you can have two \u201cTo Do\u201d columns i.e. \u201cSelected Options\u201d and \u201cReady for Development.\u201d<\/p>\n

\"Upstream<\/a><\/p>\n

\u201cSelected Options\u201d will be the end of your upstream process<\/a>, whereas \u201cReady for Development\u201d is the beginning of your downstream process.<\/p>\n

Once you prioritize the most important things that have to be handled in your next iteration, you move these tickets to \u201cSelected Options\u201d. At this point, these are still options, they are not commitments. You only have the \u201cwhat\u201d and the \u201cwhy\u201d defined.<\/p>\n

These work items can only become commitments once the team untangles the problem and defines the \u201chow\u201d part.<\/strong><\/p>\n

In solving for the \u201chow,\u201d the team will define the test cases, technical details, expected behavior, and all the other implementation criteria.<\/p>\n

This is the point in time when they commit to delivering the work. The items now move to \u201cReady for Development\u201d and are ready to be pulled into the delivery process.<\/p>\n

<\/div>\n

Applying WIP Limits Is the Silver Bullet<\/h2>\n

To keep the conversation streamlined and effective, the amount of work that you bring to the discussion must be manageable.<\/p>\n

And a simple but powerful way to do this is by imposing WIP limits<\/a> on your two \u201cTo Do\u201d columns.<\/p>\n

And your WIP limits should be based on your past performance.<\/strong><\/p>\n

You want to specify the amount of work based on your own historical data because looking at the past is the best indicator of how much work your team will be able to deliver in their next iteration.<\/p>\n

Let\u2019s say your cadence is weekly \u2013 you want to figure out how many items per week your team is able to handle.<\/p>\n

You can do this by using a Throughput Histogram<\/a>: this tool shows you the number of completed items over a certain period \u2013 in this case, how many items have been finished in one week.<\/p>\n

Using the average number of items completed you have a better idea of your team\u2019s capacity. Use that number as a starting point for your WIP limits and adjust it as your delivery rate trends build over time.<\/p>\n

\"Nave<\/a><\/p>\n

In this example, we are analyzing the data for the past year. Looking into the numbers, there was just one week in which the team managed to finish 6 items, therefore that result is unlikely to occur.<\/p>\n

On average, they completed 2 to 3 items per week, so a logical WIP limit choice in this situation would be 3.<\/p>\n

The limit then for both \u201cSelected Options\u201d and \u201cReady for Development\u201d will be 3 work items.<\/p>\n

That way, when you move work to the \u201cSelected Options\u201d column, you\u2019ll only add as much as the team is capable of handling during their next iteration.<\/p>\n

So here is your action item:<\/strong> If you haven\u2019t connected Nave to your management platform just yet, go ahead and do this right now<\/a> \u2192<\/p>\n

Create a dashboard with your data and analyze your Throughput Histogram. Use these insights to set WIP limits on your \u201cTo Do\u201d columns. Then, during your planning meetings, move the work through the columns as your team commits to delivering it.<\/p>\n

<\/div>\n

I hope this article gave you a helpful perspective on how you can draw out the various expertise, viewpoints and insights of all your team members to solve your customers\u2019 problems in the most feasible way possible.<\/p>\n

Thanks for tuning in, and I look forward to seeing you next week for more managerial goodness!<\/p>\n

<\/div>\n
<\/div>","protected":false},"excerpt":{"rendered":"

As managers, it\u2019s our job to choose what work items enter the downstream process \u2013 and why. But it\u2019s up to the team to decide how to handle those items. Let\u2019s discuss how you can enable your teammates to define solutions in the most collaborative and efficient way possible. Are you familiar with the phrase, […]<\/p>\n","protected":false},"author":1,"featured_media":4927,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"yasr_overall_rating":0,"yasr_post_is_review":"","yasr_auto_insert_disabled":"","yasr_review_type":"","footnotes":""},"categories":[69,70],"tags":[],"class_list":["post-4917","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-process-improvement","category-team-performance"],"acf":[],"yoast_head":"\nHow to Get the Most Out of Your Teams\u2019 Expertise During Your Planning Meetings | Nave<\/title>\n<meta name=\"description\" content=\"Let\u2019s talk about how to harness your team\u2019s expertise when you plan your work to find the most feasible solution to your customers\u2019 problems.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, 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