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3 months ago

Agile Software Development Process: 90 Months of Evolution

Three years ago I wrote an article that describes the changes in our Agile software development processes from 2008 to 2012. Three more years have passed by and our processes were not set in stone. Here I want to provide you with 90 months of changes in our product development practices, company culture, structure and engineering practices. Hope you will find it interesting and learn from our mistakes.

Read the article: Agile Software Development Process: 90 Months of Evolution

Teams structure evolution

10 months ago

Visual Encoding

Custom Rules

You can highlight cards on the Views using your own rules. It works for all View zoom levels except the smallest level.

Visual Encoding tab looks like this:


To specify rules use the same syntax as for Filters.

If you have several rules applicable to the card, it will be highlighted with the color of the first applicable rule. For example, you have two filters: ?Tags.Contains('Urgent') and ?Iteration is Current.


In this case, cards that contain Tag “Urgent” and are in the current Iterations will be colored with the red color because the Tag rule is set before the Iteration rule.

You can also prioritize rules via drag-n-drop to determine the rules’ order of importance.


You can specify different color saturation to highlight cards by property in order of importance. For example, you can use the following rules for Business Value. The greater the Importance, the more saturated color will be applied.


You can also use color saturation to highlight some intervals of property. For example, for Effort property you can use the following set of rules. And it shows which Feature has User Stories with greater Effort.


Another use case is highlighting by Tags:


You can highlight cards that have too long of a Cycle Time:


People who work a lot, have more than 10 items and have Allocation greater than 100%:


User Stories with a few Bugs and with a lot of Bugs:


You can highlight a specific card by Name or by Id:


Highlight Requests by Email and Phone source types:


And, of course, you can mix all the rules:


It also works at Timelines:


And it works for Lists (only on the cards level, not hierarchy levels yet):



Some theory about Visual Encoding.

(Multicolor support is available since 3.7.0)

1 year ago

How It Works: Kanban+Timeline

If you’re using Kanban board as a process tool in software development, you must know that Kanban is mainly about letting the work flow through the production states.

Pull some work from backlog, get it through the pipeline and on it goes.

Kanban is great, but it desperately lacks one thing which matters a lot in this world plagued by time constraints. This thing is called a sense of time. If a team does some cross-project work, as they pull smaller items from a support requests backlog, they will likely want to be informed not only of a current state of a work item. They will want to know when it is safe to assume that this work item will be done, or passed over to another department, etc. Trying a workaround to include this sense of time to a physical Kanban board on a wall might be a cumbersome task. Take a look:

Kanban with time

This board has a mention of a milestone, Nov 9. The stickers are to-do items. This workaround just informs of a fixed milestone, and doesn’t take the production dynamics into account. There’s no way to give a forecast from this board, if the team will complete whatever their work is by November 9, judging by the pace with which they progress. Not to mention that there’s no way to see at which pace are they progressing. There are some Kanban reports that can help predict that, but they will not be available in a whiteboard, obviously. This might work for this team, but some other hypothetical team will want their Kanban board tailored to their time-sensitive objectives in a different way. And they would need to sweat and invent specific workarounds, if they need more than just a date written on a board.

We’ve always wanted to help our brothers sweat less at work :) .. and we’ve been well aware of this need, that timelines should be somehow intertwined with Kanban boards. The project management tool that we develop supports Kanban along with other dev processes, and our on-going goal is to make the tool still more convenient. That’s why we’ve implemented timelines that can now be used in combination with a digital Kanban board.  We used to have a paper timeline on the wall, too, but this visual roadmap is more of a thing that creates the spirit of common purpose, than a hands-on tool. The Kanban+timelines combination can be used to see how teams are doing with their work, and in what time they expect to complete it. That’s how this Kanban+timeline board might look (click to enlarge):

Timelines tracking for many projects

There are two projects on this board, and there’s a backlog for each of them. Alternatively, there can be a shared backlog (our tool supports that as well). What goes next are work items laid over a stretch of time. Where the strips end is the current forecast for “Done”.  The timeline can accompany the traditional Open-In Progress states on a Kanban board as well, if that’s what someone needs. Again, no sweat here, one can quickly set up a custom timeline+Kanban combination in our tool.

Having a timeline available as another option on top, or instead of a Kanban board, helps make sense of what’s going on with the projects in less time, pun intended. Besides, timelines keep the sense of time always present with a team (which they might be missing if they only look at a plain Kanban board). It surely is less hassle to maintain the digital Kanban+timeline board, and any stakeholder who is not immediately involved with the team’s work will quickly get an idea of what’s going on with the projects. There’s no limit to this digital timeline, and as to how it can be fit into a screen. Just make sure your screen is big enough for it :) For smaller screens, the scroller — at the bottom right on the screen above — will navigate you through unlimited sands of time.

It looks to me that adding a timeline to Kanban board is more of a burning need, than a luxury. If you want to try timelines combined with the Kanban board, click on the circle on the right.

Related articles:

Visual Management Software

How Timelines Help Project Managers Track Progress

How Visualize: Board, List or Timeline?

Take 5 Visual Reports for Kanban

1 year ago

Introducing Multiban: The IT Management Method

The more I explore how IT organizations work,  the more I see how strikingly diverse they are. They are as unique as human beings. Each organization has its unique process, unique culture and unique service or product that they deliver. On the surface, it might seem that businesses can be broken down into categories, e.g. a small or a large, a production or a service company, and there’s indeed a certain similarity. The big “but” comes into play when an organization wants to achieve some outstanding goal, e.g. increase sales by 300%, or cut down the time to production by 50%. There’s no such thing as similarity then. Small things in which companies differ then gain the last-drop power for a breakthrough to happen. The uniqueness lies in custom mixes of organizational culture and production process. Unique goals require unique ways to achieve them. I will use software development industry as an example  to illustrate one striking phenomenon that holds they key, the Holy Grail to getting things done efficiently in unique organizational contexts.

Solve a Unique Problem by Copy-Pasting a Solution? No way.

At various phases of their lifecycles, organizations have to address their unique challenges. What do stakeholders usually do first as they encounter a problem? One disturbing commonplace trend that I’ve noticed is to replace addressing the root of a problem with a trendy buzzword model or management technique, and rely on it thinking: “Once we implement this super thing in our company, all our problems will be resolved.” Or, if the Super A..buzzword technique is implemented, and brings no results, stakeholders keep staying in the limited stalls of prescribed buzzwords, and then that’s what they think: “Hmm, the Super A.. thing is not working. How about we try a Super K… thing?” I’ve written about that in my previous articles on agile, Kanban and Big Data, as I looked at their origin, and on how they play out in the long run.  It could all be very well if this approach with sticking, or switching, to one coined technique or another helped in 100% of cases. That’s not true, however. It seems that most organizations have slid from the ruthless clarity of a simple “why?” to juggling boxes filled with loud labels for what some time worked for someone. Thinking is the hardest job, and with the amount of cognitive loads that we, Homo Sapiens, experience these days, organizational stakeholders are tempted to use shortcuts and grab the leash of what a mega-guru has said should be done. *Totally forgetting that the mega guru probably used this technique or a tip for an organization that is completely different from yours*.

Which consequences does this habit have on a larger scale? Trying to fit a unique context of an organizational challenge to a limited set of Super A.. or Super K… techniques is an attempt in futility. If there’s some fat on the belly, that is, if this organization can afford paying for such abstract things as “measuring agility” (???), then the stakeholders would hire a consultant to translate the language of how things work in their organization to a lingo of a Super A.. technique, and/or will send their employees to be certified in this new religion, and/or introduce some ridiculous measurements that would serve it. Such reality shows are ubiquitous, and the following lame syllogism crowns them: “We are going Super A.. now, so we need a tool to call ourselves truly Super A…” or ” Hmmm… Super A.. does not work for us. The sales are not higher, and we do not have faster turnaround times, and Super A… is not helping us find out if what we are doing is actually right or wrong for our organization if we want to hit this target. Hmm. They now say a lot about the Super K.. technique. Yes! Let’s try it. Let’s switch to Super K.. and, of course, we want to be truly Super K.. so we need a tool for that!”

No comments.

The Health Check: 5 Why’s and 6 W’s

The quickest health check is to ask the 5 Why’s. Why are we doing this? If the name of the Super A.. will still linger in the answer to your very last 5th “why”, you can probably throw the super A.. to the trash bin. Your organization needs to deal with real things. Not with the labels in a toy store. The other health check is the 6 W questions technique (What? Why? Where? Who? When? Which?) applied to what you have in plan for projects and processes. As a side note, I don’t care from which buzz management Super XYZ lingo the 6 W’s and 5 Why’s originate (and, yes, I do know of Six Sigma). These are the simplest detectors to verify the actual worth of an approach to management.

It breaks my heart to read articles and blogs on software development written exactly with the Super Whatever shallow mindset. I can’t stand looking at how limited thinking prevents people from grasping the uniqueness of their challenges and addressing them effectively. I can’t stand looking at how the loud name of “methodology” is haphazardly glued to the how-to techniques and practices that worked only for certain organizations.  And, I’ve explored the reasons for that thing happening in one of my previous articles. The education that IT professionals receive is too narrow. It doesn’t allow them to look beyond how-to’s too much, as they are not even trained to look beyond the how-to’s. The how-to approach works for coding, or for dealing with mechanisms, but it doesn’t work for organization/product/project management. I’m humbly hoping that my articles help to provide broader and deeper perspective, a perspective that someone might need to fix things gone wrong in their organizations.

Back to my intolerance to the evil reign of how-to’s and to the habit of their copy-pasting. This habit is even more dangerous than smoking or drinking, because with these everyone knows they are bad habits, while with the how-to’s abuse, people keep thinking that if everyone else does it, then that’s OK.

Pragmatism is Dead, Long Live Pragmatism!

It’s time to regain justice and call things their true names. Let’s retrieve one precious treasure from the chest of eternal wisdom and blow the dust off of it. The treasure that lies there abandoned has this written on its plate:

A methodology is a school of thought, and a method is a way of doing something.

In other words, practice is the only criterion for truth. On the meta-level, this reasoning is backed up by the philosophy of pragmatism. However, there can be a shallow pragmatism and a smart pragmatism. A shallow pragmatism, briefly, is a short-sighted plan and course of actions, while smart pragmatism is something that I’ve written about in the article Visualization: Why the Fusion of Arts and Tech Matters.

The smart pragmatism, for software development, occurs when the blind sages touching various parts of an elephant recover their sight and realize that all of its parts function as a whole. Often organizations held their internal mini-wars, especially as they grow, between marketing teams and production teams, as they divide the spheres of responsibility between many decision-making groups, and when those parts have to merge, it feels like flying through the rough air. The head does not know what legs and arms are doing, something of that nature.

I want to make null and void any methodologies except “use your guts”. There’s no such thing as a success of a one part. Success comes as a whole, and for that success to happen, unfortunately (or fortunately), there’s no other way as to think outside-the-box, sometimes even forcefully blocking the trendy how-to’s. One can read tons of books, or follow gurus, or “best practices”, but these activities are secondary as compared to independent thinking. Sometimes, it’s a surprising and a pleasant side-effect to discover that you have arrived to the same conclusion as some renowned guru did, but by yourself, in your practical context. And this is a lot more precious and effective than copy-pasting a technique with no deeper understanding.  That’s why, if you have no guts — grow them. If you have guts, but you’re too tired, get some rest and restore your ability to think independently and clearly.

No Need for Ninjas, but Let’s Call This Thing Somehow

The use-your-guts pragmatic methodology does require a method (a way of doing).  I’ve checked on most of the methods used in software development. Some of them have common sense in-mixed with limiting prescribed practices (see my article Stuck with Kanban? Consider Multiban). As you might have guessed, I have invented a method that is based on Kanban, but differentiates from it in the core “way of doing “.  And, although I’m quite skeptical about using new names for what appears to be clear, I still have a name for that method: Multiban. This word is a Japanese-English mixture, and means something along the lines of many boards, many views and many perspectives. This name will stick in the memory, as it implies connection with Kanban method, with one important update. While Kanban uses cards as static signs for work items only, Multiban uses cards as dynamic signs for any abstract or concrete entity. Multiban is a visual management method (see and use your guts) that has no prescribed practices. All Multiban wants are custom visual representations,  multiple 2D views of crossed rows and columns, that support whichever perspective to power your thinking. Why I deemed Kanban a good method to build on further? It’s because of the “visualize” part. That’s about the only thing that is unquestionable about the Kanban method: visualization. Nothing else supports the pragmatic, use-your-guts thinking better than visualizing. Indeed, when things are brought  from heads to paper (or to screens), that’s a huge aide. Pragmatic stakeholders need more ways to look at what happens with their projects and processes, than with static Kanban cards that signify work items.

Now, as I’ve identified this method, for free-thinkers who want unlimited help and unlimited freedom with their unique ways of thinking, let’s see which digital tools might support this. Most of the Kanban tools are limiting. They lack versatile visualizations. Here’s a write-up about one such pretty decent Kanban tool that, however, fails to deliver many views and many perspectives. Quite predictable, I found out that so far only Targetprocess 3, our visual management software, supports the unlimited thinking and free-from-the-leash no-nonsense work — and the Multiban method — as it brings to the table unlimited 2D views for any dataset.  No strings attached, the tool also allows to exercise agile,  Scrum, Kanban and other SUPER ABC things. But the most important part about Targetprocess 3 is that it supports your own unique way of thinking and decision-making, be it on micro-level with bug fixing, or work items management, or on macro-level with managing portfolios of projects, or with roadmaps, in ERP or wherever.

I’m probably trying to squeeze too many things in one article. Each of the aspects I’ve touched upon deserves an article by itself. I’m certain that what this world lacks most is insightful out-of-the-box thinking. People are stuck in prescribed patterns on many levels in their lives, their work in software development, or organization/product/project management being one of them. I want to tackle this, and that’s why I will persistently champion the smart pragmatism and the Multiban method in my writings.

If you want to learn more about how Multiban stands out as a method and as a technique for visual management, check the related articles.

Related articles:

Kanban as Multiban

Stuck with Kanban? Consider Multiban

Our Evolution of Visual Process Management

What’s Wrong With My Kanban Board?

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