If you are properly using either of those it’s very easy to tell if someone’s not pulling their weight or is having extreme difficulty in a situation.
As soon as someone starts underperforming in project management constructs, you put more eyes on the task. They’re either a legitimately stuck, or they’re not working.
They’re just tools, and they make it very easy to visualize what’s going on.
We use both, and the only people who spend significant amounts of time interacting with the board are project managers (during sync meetings across teams), scrum masters (planning and following up), and product owners (creating requirements). Devs spend a little time adding their own estimates, comments, or moving things along the kanban board, but that’s not a lot of time, and that goes for me as a lead as well.
We have 7 or 8 dev teams, three project managers (one per region), and two scrum masters (at HQ, not sure how our outside teams handle it). And honestly, I think our two scrum masters are a little redundant because there’s only so much agile that needs to be done.
If a dev (regardless of seniority) is spending more than half a day in a given week on kanban stuff, they’re probably avoiding doing their job.
Some people do nothing but kanban and agile which is effectively doing nothing.
If you are properly using either of those it’s very easy to tell if someone’s not pulling their weight or is having extreme difficulty in a situation.
As soon as someone starts underperforming in project management constructs, you put more eyes on the task. They’re either a legitimately stuck, or they’re not working.
They’re just tools, and they make it very easy to visualize what’s going on.
Exactly.
We use both, and the only people who spend significant amounts of time interacting with the board are project managers (during sync meetings across teams), scrum masters (planning and following up), and product owners (creating requirements). Devs spend a little time adding their own estimates, comments, or moving things along the kanban board, but that’s not a lot of time, and that goes for me as a lead as well.
We have 7 or 8 dev teams, three project managers (one per region), and two scrum masters (at HQ, not sure how our outside teams handle it). And honestly, I think our two scrum masters are a little redundant because there’s only so much agile that needs to be done.
If a dev (regardless of seniority) is spending more than half a day in a given week on kanban stuff, they’re probably avoiding doing their job.