Market, technology, project management – these three dimensions are covered by the Product Owner Team. What’s it like with KANBAN?

• The project management competence is covered by the clearly described work process on the KANBAN board with complete fulfilment criteria for each work step.
• Each team member can take on the technical perspective through his or her specialist competence, as the degree of innovation (uncertainty of requirements x uncertainty of implementation) is lower here than in the cross-functional development work in the AGILE core team.
• As a PO, the head of the department must therefore primarily take care of the priorities of the strategic departmental initiatives, as well as escalations from the SERVANTLEADERSHIPMEETING. The priorities of the development projects remain valid and may not be overwritten by the head of the department under any circumstances.
• The head of the department receives two important pieces of information via the transparent presentation of all projects on the KANBAN board:1. How much capacity does the company currently demand from us and how is this trending?2. What is required of us in terms of content and what technical expertise will we have to provide more in the future?

From this, the fields of action for future strategic initiatives in the field can be derived: “How can I develop my field of expertise so that we will continue to be well positioned in the future?”

Due to this reduced role of the department head, which explicitly allows NO SUBSTANTIVE PARTICIPATION in the projects, KANBAN managers finally have more time for good leadership again:

1. Create focus and set goals,
2. Leave room for manoeuvre and create framework conditions,
3. Give feedback and develop people.

This possibly new design of one’s own leadership role is an exciting journey on which the manager is accompanied by an AGILELEADERSHIPCOACH.