Sam Marfleet discusses implementing the 'Kanban method' as a project management tool for departmental improvement plans. This method places an emphasis on initiating smaller and more gradual changes to the department that respects current roles and responsiblities, in contrast to a more sweeping and high-risk approach.
I want to ask a question about team improvement plans and whether they are the most valuable method of communicating the developmental needs of a department.
Do they translate into efficient practices? Are they understood and regularly considered by the team? Can anyone look at such a plan and understand what a department's priorities and actions are within, say, a two week period?