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Kanban vs. Scrum: What’s the Difference?

ProjectManager.com

Kanban and scrum are agile project management methodologies that can be used for similar purposes, but each has its unique pros and cons. Kanban is from Japan, originating in the factories of the Toyota car company in the 60s as a lean manufacturing tool for workflow and inventory management. What Is Kanban? What Is Scrum?

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How to Make an Agile Workflow for Your Team

ProjectManager.com

An agile workflow can help. For a long time the agile framework influenced teams outside of the software development sector from which it originated. People are evangelical about agile. There are those who are almost rigid in their adherence to the agile framework. What Is an Agile Workflow? It’s ironic.

Agile 382
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The 4 Essential Agile Tools for Agile Teams

ProjectManager.com

Agile is a way of working that comes from software development. While the roots of incremental development methods of working stem back to the 1950s and into the 1970s, it wasn’t until 2001 that a group of software developers published the Manifesto for Agile Software Development. Agile Tools for Agile Teams.

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5 Agile Methodologies for Project Managers that are not Scrum Framework

Project Pulse Journal

By: Hajime Estanislao, PMP, CSM The quest for methodologies that offer efficiency and agility has never been rockier. Agile methodologies stand at the forefront of this quest, providing the blueprint for rapid, responsive, and customer-centric project execution. Agile methodologies offer a path to mastering these challenges.

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How To Make 2023 A Successful Year for Your Projects

Rebel’s Guide to PM

It’s a lot to read, so here are some spoilers drawn from common themes I heard time and time again in the interviews: Agile : if you don’t know enough about it, you need to start learning. It can serve as a baseline, but most project managers ought to layer some sort of agile certification on top of it. Find her on Twitter.

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Review Deming’s journey to profound knowledge

Henny Portman

With his foundational ideas as firmly formed, Deming took the principles of Profound Knowledge he’d begun to glean and began to apply them to the real world, first at the US Census and then in manufacturing supplies for World War II. Up until now, statistical process control had been used solely for manufacturing. Conclusion.

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4 Big Agile Don’ts Learned from TPS

International Institute for Learning

Don’t Be Agile. He argues that to increase productivity, it is important to level the flow of the supply chain from a holistic view, rather than being agile in a particular process. TPS increased productivity by denying Agile and by focusing instead on Flow. By Ko Ito. This is not limited to automotive factories.

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