Abstract

This research article considers why Kanban, a widely used tool for work and workflow management through visualization, in many instances is not enough alone for complex projects. Kanban is universally valued for its simplicity in representing work progression and in providing groups with a mechanism for work ordering, but it can fall short when complex planning, resource assigning, and timelines for a project enter into consideration. Citing current studies and observations and interviews with leaders of projects, this study identifies both positive and negative factors in using Kanban alone. Whereas Kanban can allow groups to effectively monitor work for a single day, we have found that it is deficient in important factors for deeper requirements in a project, such as following a project's milestones, dealing with a range of groups, and communicating a general direction for a project to everyone involved in it. As a result, many leaders of a project have found that using Kanban in combination with other methodologies, such as with Scrum or traditional methodologies for planning a project, can make larger, complex projects work effectively. In this analysis, the study identifies Kanban's specific strengths, as well as, weaknesses and suggests improvements in its use through integration with the additional tools and techniques.