Behavioral: Show How You Ran Product Work With Kanban (WIP Limits, Flow, Results)

Walk me through your experience with Agile ways of working, focusing on Kanban: how you used it and what came of it. ```hint Prove it with mechanics Name the columns on your board, the WIP limits, how new work got in and was prioritized, and the flow numbers you watched. Those details separate real Kanban practice from a shared task list. ``` ### Clarifying Questions - Would you like one project in depth, or a short overview of how my use of Agile changed across roles? - Should I contrast Kanban with Scrum, or stay on Kanban? - Are you more interested in my part as the PM (intake, prioritization, agreements with stakeholders) or in how the engineering team ran the board day to day? - Is it useful to cover work with fixed external dates, such as audit or regulatory deadlines, alongside continuous flow? ### What a Strong Answer Covers - Why Kanban suited the team's work, such as unpredictable incoming requests mixed with roadmap items, compared with sprint-based Scrum. - The mechanics the candidate personally owned: board design, WIP limits, explicit policies, replenishment and classes of service. - Results stated in flow terms (cycle time, throughput, aging work) and what they meant for stakeholders. - A real problem with the system, such as bypassed WIP limits or urgent requests swamping the flow, and how it was fixed. - Honest reflection: what the candidate would change and when they would not choose Kanban. ### Follow-up Questions - Stakeholders kept pushing "urgent" work past your WIP limits. What did you do? - Without sprints or story points, how did you give stakeholders a delivery date for a set of features? - How did you fit a hard deadline, such as a regulatory date, into a continuous-flow system?