The Open-Source-ERP-System Odoo demonstrates its strengths particularly well in project management. It enables companies to process tasks agilely within their ERP environment. In this article, you will learn how to work with integrated Kanban boards in Odoo—and why, as an Odoo partner, we developed the Work Item Age (WIA) feature.
As software developers and implementation partners, we consistently work in an agile manner. This allows us to achieve results quickly and avoid waste—whether in the form of unnecessary process steps or lengthy developments that move in the wrong direction. Whether in manufacturing or in service-oriented businesses, organizations of all kinds benefit from lean management. In principle, these methods can also be applied without IT support—but that contradicts the logic of digital transformation. Only when all processes are digitally mapped can companies be managed holistically, efficiently, and with foresight.
Agile work within the ERP system
Lean management belongs in the ERP system. The ERP must be designed to support agile ways of working. This is why we implement the open-source ERP system Odoo: its modular architecture allows companies to use only the applications they actually need, while new functions can be developed quickly thanks to its open interface structure. As a partner, we enhance agile workflows with our own extensions.
The project management module is based on a Kanban board, which users can intuitively understand even without prior lean knowledge. This horizontal, japanese adaptation of the classic to-do list is widely used because it enables teams to work through tasks in a clear and flexible way—and it can be customized to individual needs. While physical Kanban boards with sticky notes are still common, digital Kanban boards from various providers exist as well. However, only when Kanban boards are integrated directly into the ERP system do they enable truly end-to-end agile processes.
Key metric: Work Item Age (WIA)
The core principle of Kanban is to complete tasks within a closed system as quickly as possible. Teams deliberately limit the number of work items and design them to move quickly through the workflow. Four key metrics can be used to assess how effectively a team is working:
- Das Work Item Age (WIA): the time that has passed since work on a task started
- Work in Progress (WIP): the total number of active work items
- Cycle time: the number of days required to complete a work item
- Throughput: the number of work items completed within a defined time period
While cycle time and throughput are primarily retrospective metrics, WIA and WIP function as real-time indicators. Among them, WIA is the most informative and important metric. If work items take too long, teams can and should respond quickly—identify root causes and remove obstacles. WIA is measured in days, counting from the start of work until the present or until completion. It reflects absolute elapsed time, not working hours.
High value creation: WIA in the Kanban board
To increase the practical value of the Odoo Kanban board, we developed and integrated a WIA feature directly into the ERP system. This allows teams to assess work items in their current projects at a glance—aging tickets become immediately visible. It would be a mistake to use WIA as a pressure tool for employees or as a source of stress. Instead, teams should use it to identify and address issues themselves. Self-management should be encouraged. WIA helps uncover structural weaknesses and enables teams to adjust processes so that overall cycle times decrease—positively affecting throughput.
If work items age because employees have too many tasks on their desks or workbenches, reducing the number of WIP items is an obvious step. It is also crucial to clearly define the start point of WIP. Otherwise, WIA loses its explanatory power. The goal should always be to keep the number of work items in the closed Kanban system low enough to ensure fast, focused completion. Incorrect task sizing can also cause work items to age. If the batch size is too large, tasks get stuck in the Kanban board. While breaking tasks into smaller units does not reduce the total amount of work, it provides better visibility into progress and makes it easier to estimate total effort and time requirements. Cost drivers—such as particularly complex tasks—also become more visible.
Dependencies slow down agility
In organizations with experience in agile projects, teams are usually able to plan work items effectively. In such cases, high WIA values are often caused by dependencies on other teams. Tickets remain stuck in the Kanban board because Team B, C, or D has not completed its tasks, materials were ordered too late, or required information is missing. Reducing dependencies and improving collaboration between teams is particularly challenging—but it also offers the greatest leverage for reducing cycle times and improving overall project quality.
Once you start working with WIA, you will quickly see where your organization is struggling—or, as we prefer to say, where significant improvement potential exists. Agile organizations usually find it easier to translate insights into action—even if that means letting go of familiar habits or long-held ideas. We value metrics—especially WIA—because they make everyday work better. Let’s talk about it.
Sebastian Witzmannis the founder of rising systems and has been leveraging the potential of high-quality software and digitalization for over 25 years. When it comes to process optimization, the Scrum enthusiast believes that nothing is sacred—everything can be replaced if something better exists.
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