Agile project management - Kanban method

Learning Outcomes

After studying this article, you will be able to describe the Kanban method as used in agile project management, explain the function of Kanban boards, define how work-in-progress (WIP) limits control flow, and apply Kanban principles to PMP-style situational scenarios. You will also be prepared to distinguish Kanban from timeboxed methods such as Scrum for the PMP exam.

PMP Syllabus

For PMP, you are required to understand where Kanban fits among agile project management approaches and how its practices support flexible, flow-based work delivery. This article specifically addresses:

  • Define the Kanban method for visualizing and managing workflow.
  • Describe and interpret Kanban boards as a tool for agile teams.
  • Explain the use and purpose of work-in-progress (WIP) limits.
  • Recognize Kanban's key principles and comparison points with Scrum.
  • Identify where Kanban is most suitable and common exam pitfalls.
  • Apply Kanban knowledge to answer PMP-style situational questions.

Test Your Knowledge

Attempt these questions before reading this article. If you find some difficult or cannot remember the answers, remember to look more closely at that area during your revision.

  1. Which best describes a fundamental Kanban practice?
    1. Planning work in fixed-length sprints
    2. Visualizing process stages and tasks on a board
    3. Assigning strict roles such as Scrum Lead
    4. Requiring all work to be completed before starting new tasks
  2. What is the main purpose of setting a work-in-progress (WIP) limit in Kanban?
    1. To maximize number of items started
    2. To reduce bottlenecks and improve delivery speed
    3. To prevent any team collaboration
    4. To enforce a set sprint duration
  3. When is Kanban the most effective agile approach?
    1. When work arrives at unpredictable times and must be delivered continuously
    2. When all requirements are fixed up front and never change
    3. When the team has only one project
    4. When only one person is allowed per task

Introduction

Kanban is a widely used agile method designed to visualize work, control flow, and deliver value continuously. Unlike timeboxed frameworks (for example, Scrum), Kanban does not require fixed-length sprints, new team roles, or prescribed events. Kanban is particularly suited to environments where incoming work, priorities, or requirements shift regularly, and the team must respond quickly to change.

Key Term: Kanban
A pull-based visual work management method in agile projects, using a board to track stages of work, limit simultaneous tasks, and improve delivery flow.

Kanban Principles and Core Practices

Kanban builds on four foundational principles:

  1. Start with existing processes. Kanban does not require replacing current workflows.
  2. Pursue incremental, evolutionary change. Teams make small, regular improvements rather than major reorganizations.
  3. Respect current roles, responsibilities, and titles.
  4. Encourage leadership at all levels. Any team member can suggest and help implement improvements.

Kanban emphasizes these core practices:

  • Visualizing workflow
  • Limiting work-in-progress (WIP)
  • Managing flow
  • Making policies explicit
  • Implementing collaborative, data-driven improvements

Key Term: Work-in-Progress (WIP) Limit
A ceiling on how many work items are allowed in any workflow stage on a Kanban board, reducing overloading and encouraging completion.

Visualizing Workflow: The Kanban Board

A Kanban board provides a shared, real-time view of the team’s work. Columns represent workflow stages (e.g., Backlog, In Progress, Review, Done), and cards represent work items. As tasks move from left to right, anyone can instantly see which tasks are being worked, where work is stalled, and what has been completed.

Key Term: Kanban Board
A visible tool for agile workflow management—columns model process steps, and cards represent active work items.

Limiting Work-in-Progress (WIP)

Kanban controls the number of tasks in progress by establishing WIP limits—only a set number of cards are permitted in each column at any time. When the limit is reached, the team must finish or move tasks forward before starting new work. This practice drives focus on completing work and prevents bottlenecks.

Managing and Improving Flow

By reviewing the board regularly, teams monitor how long work items take to move through each stage. If work piles up in a column, that stage is a bottleneck. The team can adjust WIP limits, clarify handoffs, or experiment with changes. Key measures include:

Key Term: Flow
The steady movement of work items from start to finish, measured by the team’s throughput and cycle time.

Key Term: Throughput
The number of tasks completed in a set period, indicating productivity.

Key Term: Cycle Time
The elapsed time from when a work item enters the process to when it is marked done.

Pull Systems and Continuous Delivery

Kanban operates as a pull system: the team only "pulls" new tasks when there is available capacity, rather than being "pushed" an arbitrary volume of work. This maximizes focus, minimizes context-switching, and allows teams to flexibly respond to urgent or changing work. Delivery is ongoing—releases can happen whenever a task is done.

Key Term: Pull System
A way of starting new work only when the team has capacity, instead of assigning more than they can handle.

Kanban vs Scrum: Key Differences

  • Kanban:

    • No fixed-length sprints.
    • No required new roles or prescribed events.
    • Workflow is continuous—tasks flow as capacity permits.
    • Priorities can be changed at any time.
    • WIP limits create focus and expose bottlenecks immediately.

  • Scrum:

    • Work is planned in sprints (usually 1–4 weeks).
    • Specific roles (Product Owner, Scrum Lead, Developers).
    • All change requests wait until the next sprint.
    • Sprint commitment is set at the start, priorities are static during a sprint.

Kanban is preferred in situations with unpredictable, fast-changing tasks, and where frequent, small releases deliver value faster. Scrum is preferred when goals benefit from regular planning, review, and commitment to fixed-scope timeboxes.

Worked Example 1.1

A support desk team receives high-priority problems without warning and is expected to resolve them as fast as possible. New issues arrive every day, and older ones can be reprioritized instantly.

Question: Should this team use Scrum or Kanban to manage the work?

Answer: Kanban is better. The team can add urgent items to the board immediately, set WIP limits to avoid overload, and always work on the highest-priority issues. The workflow is flexible, continuous, and visible for everyone.

Worked Example 1.2

A marketing team notices most campaign cards on their Kanban board are stuck in "Review," while the "To Do" column is empty. Their WIP limit for "Review" is five, but they currently have eight cards in that column.

Question: What action should the team take first to improve delivery?

Answer: Enforce the WIP limit by not adding new cards to "Review" until the current items are finished or moved. The team’s priority is to focus efforts and unblock tasks until flow improves.

Exam Warning

Kanban never requires timeboxed sprints, defined events, or new roles. If a PMP question describes boards, limits on concurrent work, and continuous delivery—but no fixed sprints—it is likely describing Kanban, not Scrum.

Revision Tip

On PMP questions involving overloaded columns or slow flow, recommend enforcing or lowering WIP limits and focus on finishing work items before starting new ones.

Summary

Kanban is a simple, flexible, evolutionary agile method for visualizing and improving workflow. Its practices center on using a visual board, limiting work in progress, managing flow, and enabling rapid response to change. Kanban is ideal for teams handling unpredictable volumes and priorities or supporting continuous delivery.

Key Point Checklist

This article has covered the following key knowledge points:

  • Kanban is a visual agile method for limiting work-in-progress and optimizing flow.
  • Kanban boards show process stages, work items, and bottlenecks in real time.
  • WIP limits drive the team to finish tasks before new tasks are started, improving focus.
  • Kanban uses a pull system to start new work only as capacity becomes available.
  • Kanban is suited to high-variability or support environments; no prescribed roles or timeboxes required.
  • Measures such as throughput and cycle time help teams monitor and control flow.
  • Key exam pitfalls include confusing Kanban with Scrum or ignoring WIP limits in scenarios.

Key Terms and Concepts

  • Kanban
  • Work-in-Progress (WIP) Limit
  • Kanban Board
  • Flow
  • Throughput
  • Cycle Time
  • Pull System
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