Accelerating Projects by Encouraging Help (The Behavioral Dynamics of …
The Behavioral Dynamics of
Comparisons With Lean Manufacturing: Red Cards and Yellow Cards
Operational Benefits From Pooling Task Uncer- tainties
Reduced Planning Fallacy From Unpacking Tasks
Cognitive Benefits of Visualization
Changing Attitudes and Behavior
The interviewees consis- tently reported two behavioral changes:
A decreased tendency to build individual time pro- tection into project tasks
Increased collaboration across tasks and projects
Came to see the cards not as a threat but rather as a source of help.
Red cards were not tools for evaluating people but resources for characterizing the work.
The Impact on Performance
“Previously, I had to deal with problems myself, so I had to give my- self a buffer.”
Redesigning the Project
“Yes, of course.”
New Product Development at Roto
Roto’s roof and solar technology division, the focus of this article, produces roof windows with integrated solar systems
The process starts with a rigorous customer-needs document driven
Roto’s Management Innovation
Roto did not rely on incentives. In general, it’s difficult for incentives to encourage people to work hard, reveal private information and collaborate with coworkers.
Uncertainty is to set task goals or deadlines
The alternative is to aggregate the individual buffers into a combined project buffer, although it remains unclear how workers can be encouraged to give up their individual buffers
Behavioral issues are as important in project timeliness as diligent planning.
On-time incentives. Why should employees exert themselves to finish their assigned tasks rather than fill time with fringe work
Individual buffers. If project
workers face penalties for missed
Willingness to communicate
and collaborate under uncertainty and interdependence