Yesterday I consumed another of the 1-hour-replays of a project management education session I have to go through in order to gain my PMI re-certification in 2016 ( 60 hours of education are required to get re-certified ).
|"" by Jim Downing.|
This was about the use of Kanban in project management and I found this quiet remarkable.
Kanban – originally invented for manufacturing processes and based on the "pull" principle – can also nicely be used in project management and I guess works best for agile projects. "Pull" principle here means that team members ( analogy to manufacturing operations ) pull work into their working queue from the predecessor rather than getting work pushed into it. That way, and by implementing some rules like Work In Process limits, the project team ( analogy to manufacturing line ) can be better balanced. The "bottleneck" controls how much work can be done overall while avoiding unnecessary Work In Progress queue’s created somewhere else which are usually causing costly non-value-add overhead and the risk of producing too many defective or out-dated work products.
The wikipedia article ( link posted above ) about Kanban in project management has a nice example of a dashboard visualizing user stories and where they are in the project flow. With such a dashboard ( can be a physical white board for a collocated team, or a piece of software supporting collaboration of remote teams, like Apollo Agile PM or KanbanFlow ) it is easy to keep track of the project and see where resources ( aka people ) are missing and what the status of particular user stories is. Swim lanes can be used to keep track of user stories by feature, or to introduce high priority of fire lanes. Also besides user stories defects can be tracked as well – may be using a different color like red of the Kanban cards.