Tiered Kanban boards helped avoid micromanaging and allowed a better connection to what is happening.
If you’re in a small organization, the board can be the entire update process.
In bigger companies that are used to lots of separate reporting mechanisms, you may have to reformat the Kanban information to lists, power point slides and other specially formatted reports.
Pulling team leads into a daily synchronization meeting at the next higher tier can help see the progress for the entire effort.
We do this with a separate board for tracking all projects, which is different from the specific project’s Kanban board that only shows work items for that project.
You may need to get a waiver from converting your visual data into multiple reporting formats, what Lean calls waste.