Project Management

Kanban, Can-Do

Bob Tarne, PMP, CSM is an accomplished consultant, speaker, and writer. He is currently an Engagement Manager with IBM as well as an active volunteer with the Project Management Institute. His blog can be found at zen-pm.blogspot.com.

Kanban is gaining popularity in project management circles as more teams relate to its principles of visualizing workflow, limiting work in progress and balancing demand. Here, a self-described “pragmatic Agilist” explains what drew him to Kanban, where it delivers benefits, and how it differs from other agile methods.

As agile project management gains popularity, other progressive techniques are finding their way into project managers' toolkits. One is Kanban, a “continuous-flow” approach to handling requirements, based on Lean Six Sigma concepts.That was the lead-in to “Going With the Flow”, an article featured on ProjectsAtWork in late 2009. Since then, Kanban has grown significantly in the project management community. In the most recent “State of Agile Survey,” conducted by VersionOne, 18 percent of respondents reported using Kanban. Kanban wasn’t even mentioned in the 2007 report.

So why the growth in Kanban? ProjectsAtWork chatted with Troy Tuttle, a Kanban practitioner since 2008, about the growing popularity of Kanban, including where and why it works. A self-described pragmatic Agilist and systems thinker, Tuttle has more than a decade of experience in the software development industry. As a project leader and process coach at AdventureTech, a software consulting firm in the Kansas City area, he emphasizes team …


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