“So much of what we call management consists in making it difficult for people to work.” — Peter Drucker
“As a job seeker, remember this: You only lack experience if they want it done the same old way.” — Robert Brault
“Deciding what not to do is as important as deciding what to do.” — Steve Jobs
“Out of clutter, find simplicity.” — Albert Einstein
KLRUS14 – Monterey
In January leading practitioners and coaches of the Kanban Method gathered at the Kanban Leadership Retreat. While preparing our “just-in-time” agenda at the start, a topic suggested for discussion was a variation on a question we had all heard often, “How does ‘kanban’ impact my role: as a Project Manager, or as a Business Analyst, or as Product Manager, or as a Program Manager?” It was definitely interesting to hear responses from others to this question, and for me it was one of the more useful sessions.
First Things First
Since the Kanban Method is not a specific workflow methodology or process, and therefore is not something that replaces your current workflow process, but rather a tool that can be used to improve any workflow process, it doesn’t prescribe specific roles. It isn’t that kind of tool.
It’s also helpful to consider that improving your current workflow, even in significant ways, won’t necessarily require creating and defining “new roles and practices.” Still, it is important to recognize using it as a tool to improve your current workflow process should clearly result in some noteworthy changes. Right?
A good place to start is to understand upfront that a core component of the “Kanban Method” is using a kanban system, or even more fundamentally using a “pull based system”, to help address obstacles to creating and maintaining a predictable workflow and improving performance over time. That is, if you’re not familiar with “pull systems”, I’d suggest to anyone using the Kanban Method to first focus on understanding the fundamental changes to pull thinking. Allow this new thinking in turn to influence the ideas and experiments (changes) that emerge for improving the design and operations of your workflow process.1 Then, if necessary and only as needed, consider any benefits that might exist from adding (or removing) roles and associated practices. (continue reading…)