Today, we’ll chat about projects, Kanban boards and how to make trustworthy data-driven decisions → If you don't understand what the capacity of your team is, how do you know when to say ‘yes’ or ‘no’ to an upcoming request? How misleading would that be?įurthermore, and arguably an even more pressing issue with this system design is that you as a manager won’t be able to evaluate the capacity of your team. If your work is spread across multiple Kanban boards, then, you as an individual, have multiple #1 priorities and #2 priorities. Imagine you’re a developer and you take part in multiple projects.

When constructed, managed, and functioning correctly, it serves as a real-time information repository, highlighting bottlenecks within the system and anything else that might interrupt smooth working practices. You can start building your Kanban system by setting up the most straightforward Kanban board with three basic columns – “Requested”, “In Progress” and “Done”. It is a result of years of testing, experience, and joint efforts of leading figures in the Lean and Agile community, including David Anderson, Dan Vacanti, Darren Davis, Corey Ladas, Dominica DeGrandis, Rick Garber, and others. Indeed, what we now recognize as the Kanban Method emerged at the beginning of 2007. With an increased focus on efficiency and by harnessing advances in computing technology, Kanban left the automotive industry's realm and was successfully applied to other complex commercial sectors such as IT, software development, R&D, and others. At the beginning of the 21st Century, key players in the software industry quickly realized how Kanban could positively change the way products and services were delivered.

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