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Kanban
http://availagility.files.wordpress.com/2008/10/kenji-kanban-2.jpg
kanban
kanban systemsWIP (Work In Progress) limited pull system.
kanban systemsWIP (Work In Progress) limited pull system.
Toyota knew they couldn’t (and didn’t want to) build cars in the same mass production way that Ford and GM did.
kanban systemsWIP (Work In Progress) limited pull system.
Taiichi Ohno pioneered the use of kanban systems at
Toyota as a way of providing a Just in Time capability. This is
the basis for Toyota’s approach to building cars at
the rate of demand.
Toyota knew they couldn’t (and didn’t want to) build cars in the same mass production way that Ford and GM did.
kanban systemsWIP (Work In Progress) limited pull system.
Taiichi Ohno pioneered the use of kanban systems at
Toyota as a way of providing a Just in Time capability. This is
the basis for Toyota’s approach to building cars at
the rate of demand.
The inspiration for kanban came from supermarkets that
were becoming popular in Japan in the early 50’s.
Toyota knew they couldn’t (and didn’t want to) build cars in the same mass production way that Ford and GM did.
Shelf (WIP)
Shelf (WIP)
Shelf (WIP)
Shelf (WIP)
Shelf (WIP)
Shelf (WIP)
Shelf (WIP)
Back store (Buffer)Shelf (WIP)
Back store (Buffer)Shelf (WIP)
Back store (Buffer)Shelf (WIP)
Back store (Buffer)Shelf (WIP)
Back store (Buffer)Shelf (WIP)
Back store (Buffer)Shelf (WIP)
Back store (Buffer)Shelf (WIP)
Back store (Buffer)
} Buffer
Shelf (WIP)
Back store (Buffer)
} Buffer
Shelf (WIP)
Back store (Buffer)
} Buffer
Shelf (WIP)
The Kanban Method
stop starting, start finishing
David J AndersonBorn in Edinburgh raised in Saltcoats
David J AndersonBorn in Edinburgh raised in Saltcoats
Frustrated with resistance to change he found when trying to help teams
adopt Agile methods David decided to pursue a different approach to help software development organisations
improve.
Microsoft XITWorst to Best in 9 months
http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
Microsoft XITWorst to Best in 9 months
http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
DJA was asked to help the XIT team who were considered one of the worst in there business unit in
2004.
Microsoft XITWorst to Best in 9 months
http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
DJA was asked to help the XIT team who were considered one of the worst in there business unit in
2004.
The backlog of work was exceeding capacity 5 times and it was growing every month.
Microsoft XITWorst to Best in 9 months
http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
DJA was asked to help the XIT team who were considered one of the worst in there business unit in
2004.
The backlog of work was exceeding capacity 5 times and it was growing every month.
DJA helped introduce a WIP limited pull system to change
how work was queued.
Microsoft XITWorst to Best in 9 months
http://www.agilemanagement.net/AMPDFArchive/From_Worst_to_Best_in_9_Months_Final_1_3.pdf
DJA was asked to help the XIT team who were considered one of the worst in there business unit in
2004.
The backlog of work was exceeding capacity 5 times and it was growing every month.
“With no new resources, no changes to how the team performed software engineering tasks like design, coding and testing, the changes to how the work was queued and estimated resulted in a 155% productivity gain in 9 months. The lead time was reduced to a maximum of 5
weeks – typically 14 days. Due date performance improved to greater than 90%. The backlog was worked
off and the department is no longer seen as an organizational constraint. Customers are delighted.”
DJA helped introduce a WIP limited pull system to change
how work was queued.
Corbis IT Way
Corbis IT Way
During his time at Corbis the majority of what is now the Kanban Method emerged.
There is no Kanban Software Development Process or
Kanban Project Management Method
There is no Kanban Software Development Process or
Kanban Project Management Method
Before we go any further, lets make this clear...
There is no Kanban Software Development Process or
Kanban Project Management Method
Before we go any further, lets make this clear...
... you apply Kanban to what you do now. Torbjörn
Gyllebring calls it Andban
It helps in 3 ways:
• The Sustainability way
• The Service Oriented way
• The Survivability way
Sustainability
• Helps you understand your capability which helps you better balance the demand.
• By understanding what we can do helps us work at a sustainable pace
• Helps us focus on reducing non-value-added demand (failure demand... aka bugs)
• By being predictable it can helps us reduce disruptive expediting
Service Orientated
• Improve service delivery by taking variability out of the process
• By reducing work in progress we spend less time multi tasking and this helps us improve predictability and lead times
• Scale Kanban in an organisation by scaling it out in a service-oriented fashion
Survivability
• By limiting WIP and managing flow kanban systems help provoke change.
• Kanban Method can also help create a catalyst for evolutionary change and in turn help to create a culture of continuous improvement.
principles
principles
Kanban is based on four principles, they are...
start with what you do now
start with what you do now
agree to purse incremental and evolutionary change
start with what you do now
agree to purse incremental and evolutionary change
initially, respect current roles, responsibilities & job titles
start with what you do now
agree to purse incremental and evolutionary change
initially, respect current roles, responsibilities & job titles
encourage acts of leadership at all levels
Here’s a simple example Start where you are and deeply understanding how our work
works.
Here’s a simple example Start where you are and deeply understanding how our work
works.
Ask yourself:Who are our customers?What do they ask us for?
What do we do to the requests?And where do they go when you are finished with them?
practices
practices
Kanban has 6 practices...
visualise
Demand Analysis Development Test Released
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Demand Analysis Development Test Released
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Reason
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We can see the workflowwhat work is where in the workflowwhat kind of work there is (colours)
who is working on what what is blockedand much more...
Ability to search by product
Due: 09/06Start: 07/06End: 08/06
2146767
Cust: ChrisBA: MikeDev: LizQA: Brian
Type: Feature
Digital tracking number
Tracking dates
Contacts
Work item type- Bug
- Feature- Non Functional
- etc
Standard - Fixed Date - Expediteor whatever suits
What can you see here?
A queueUnhappy customers
What would you do? Join it? Come back later?What could the staff at the shop do?
What can you see here?
What can you see here?
Is there a queue?
What can you see here?
Is there a queue?
Is anyone over worked?
What can you see here?
Is there a queue?
Is anyone over worked?
Does anyone need help?
What can you see here?
Is there a queue?
Is anyone over worked?
Does anyone need help?
Is there a problem with the way the work works?
What can you see here?
Is there a queue?
Is anyone over worked?
Does anyone need help?
Is there a problem with the way the work works?
Is work blocked?
What can you see here?
Is there a queue?
Is anyone over worked?
Does anyone need help?
Is there a problem with the way the work works?
Is work blocked?
What kind of work is the team doing?
What can you see here?
Is there a queue?
Is anyone over worked?
Does anyone need help?
Is there a problem with the way the work works?
Is work blocked?
What kind of work is the team doing?
The digital tools are great, but where possible use physical boards. They radiate constantly and provide a shared space for
the team.
limit work in progress
Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Dev����������� ������������������ (6) Test Released
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Limiting WIP is the magic sauce.They create slack to allow us to improve
They are what makes it a pull system
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In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
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Limiting WIP is the magic sauce.They create slack to allow us to improve
They are what makes it a pull system
Apply work in progress limits to the columns on your board.
Identify limits that are not so low that they starve the team but are also not so
slack that issues won’t be highlited.
Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Dev����������� ������������������ (6) Test Released
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Limiting WIP is the magic sauce.They create slack to allow us to improve
They are what makes it a pull system
Apply work in progress limits to the columns on your board.
Identify limits that are not so low that they starve the team but are also not so
slack that issues won’t be highlited.
Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Dev����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
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Limiting WIP is the magic sauce.They create slack to allow us to improve
They are what makes it a pull system
Apply work in progress limits to the columns on your board.
Identify limits that are not so low that they starve the team but are also not so
slack that issues won’t be highlited.
Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Dev����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
Done
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Limiting WIP is the magic sauce.They create slack to allow us to improve
They are what makes it a pull system
Apply work in progress limits to the columns on your board.
Identify limits that are not so low that they starve the team but are also not so
slack that issues won’t be highlited.
Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Dev����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
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Limiting WIP is the magic sauce.They create slack to allow us to improve
They are what makes it a pull system
Apply work in progress limits to the columns on your board.
Identify limits that are not so low that they starve the team but are also not so
slack that issues won’t be highlited.
manage flow
Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Development����������� ������������������ (6) Test Released
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Lead Time
Cycle Time
Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Development����������� ������������������ (6) Test Released
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Lead Time
Cycle Time
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Reason
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Lead Time
Cycle Time
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**/**/2011
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Reason
Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Development����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
Done
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**/**/2011
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Lead Time
Cycle Time
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**/**/2011
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Reason
Manage flow using: - Daily meetings - Cumulative Flow Diagrams - Delivery rate (velocity/throughput) control chart - SLA or lead time target - Flexible staff allocation or swarming behaviour - Deferred pull decisions, or dynamic prioritisation - Metrics for assessing flow such as number of days blocked, lead time efficiency
CFD helps us see irregularities in flow, it also shows the correlation between work in progress and lead time. The more WIP the higher the average lead time. See Littles Law - http://en.wikipedia.org/wiki/Little's_law
make process policies explicit
Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Dev����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
Done
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**/**/2011
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Exit Criteria• Goal is clear• First tasks defined• Story split, if necessary
Exit Criteria• Code clean & checked in• Integrated & tested• Running on UAT env
Exit Criteria• Customer accepted• Ready for production
Pull Criteria: 1) Expedite 2) Fixed Date in danger 3) Oldest
Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Dev����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
Done
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**/**/2011
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Exit Criteria• Goal is clear• First tasks defined• Story split, if necessary
Exit Criteria• Code clean & checked in• Integrated & tested• Running on UAT env
Exit Criteria• Customer accepted• Ready for production
Pull Criteria: 1) Expedite 2) Fixed Date in danger 3) Oldest
Explicit policies like exit criteria, pull criteria, WIP limits, work item types
etc help us create a shared understanding of the system. This
helps when we come to improve, our discussions move away from
emotional and anecdotal to focus on how the system actually works.
implement feedback loops
• Daily stand up meetings in front of the board
• Update key stakeholders regularly
• Managers go see regularly
• ...
improve collaboratively, evolve experimentally
(using models and the scientific method)
• Small continuous, incremental and evolutionary changes that stick
• Understand theories of work, workflow, process and risk
• Carry out regular retrospectives
what can it tell us?
Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Development����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
Done
Story title
**/**/2011
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**/**/2011
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Exit Criteria• Goal is clear• First tasks defined• Story split, if necessary
Exit Criteria• Code clean & checked in• Integrated & tested• Running on UAT env
Exit Criteria• Customer accepted• Ready for production
Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Development����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
Done
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**/**/2011
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Exit Criteria• Goal is clear• First tasks defined• Story split, if necessary
Exit Criteria• Code clean & checked in• Integrated & tested• Running on UAT env
Exit Criteria• Customer accepted• Ready for production
Bottleneck
Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Development����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
Done
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**/**/2011
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Exit Criteria• Goal is clear• First tasks defined• Story split, if necessary
Exit Criteria• Code clean & checked in• Integrated & tested• Running on UAT env
Exit Criteria• Customer accepted• Ready for production
Bottleneck
Analysis has reached it’a WIP limit and there is nothing after
development.
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**/**/2011
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Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Development����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
DoneStory title
**/**/2011
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Exit Criteria• Goal is clear• First tasks defined• Story split, if necessary
Exit Criteria• Code clean & checked in• Integrated & tested• Running on UAT env
Exit Criteria• Customer accepted• Ready for production
Story title
**/**/2011
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**/**/2011
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Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Development����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
DoneStory title
**/**/2011
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**/**/2011
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**/**/2011
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**/**/2011
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**/**/2011
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Exit Criteria• Goal is clear• First tasks defined• Story split, if necessary
Exit Criteria• Code clean & checked in• Integrated & tested• Running on UAT env
Exit Criteria• Customer accepted• Ready for production
Story title
**/**/2011
214***
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Failure Demand
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Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Development����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
DoneStory title
**/**/2011
214***
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**/**/2011
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**/**/2011
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**/**/2011
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**/**/2011
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Exit Criteria• Goal is clear• First tasks defined• Story split, if necessary
Exit Criteria• Code clean & checked in• Integrated & tested• Running on UAT env
Exit Criteria• Customer accepted• Ready for production
Story title
**/**/2011
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Failure Demand Black dots signify defectsFailure Demand: demand caused by a failure to do something or
do something right for the customer
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**/**/2011
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Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Development����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
DoneStory title
**/**/2011
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Exit Criteria• Goal is clear• First tasks defined• Story split, if necessary
Exit Criteria• Code clean & checked in• Integrated & tested• Running on UAT env
Exit Criteria• Customer accepted• Ready for production
Story title
**/**/2011
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Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Development����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
DoneStory title
**/**/2011
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**/**/2011
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**/**/2011
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**/**/2011
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**/**/2011
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Exit Criteria• Goal is clear• First tasks defined• Story split, if necessary
Exit Criteria• Code clean & checked in• Integrated & tested• Running on UAT env
Exit Criteria• Customer accepted• Ready for production
Story title
**/**/2011
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Transaction Cost
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**/**/2011
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Demand����������� ������������������ (4) Analysis����������� ������������������ (5) Development����������� ������������������ (6) Test Released
In����������� ������������������ Progress Done In����������� ������������������ Progress Done In����������� ������������������ Progress(2)
DoneStory title
**/**/2011
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**/**/2011
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**/**/2011
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Exit Criteria• Goal is clear• First tasks defined• Story split, if necessary
Exit Criteria• Code clean & checked in• Integrated & tested• Running on UAT env
Exit Criteria• Customer accepted• Ready for production
Story title
**/**/2011
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**/**/2011
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Transaction Cost
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Transaction Cost : e.g An expensive time
consuming release process
~
Dev (3)
Test (2) Done Backlog
~
~
~ ~
~
Product/Project
~
~
Next(3) Doing Done Demand
~
~
~ ~~
~~
Operational
~
Doing Done Todo
~ ~
~
~
Personal
~
~
Proj Duration Done Product
~
~ ~
~
~
Portfolio
~
~
BAU
New
OS
~
~
~
~
Dev (3)
Test (2) Done Backlog
~
~
~ ~
~
Product/Project
~
~
Next(3) Doing Done Demand
~
~
~ ~~
~~
Operational
~
Doing Done Todo
~ ~
~
~
Personal
~
~
Proj Duration Done Product
~
~ ~
~
~
Portfolio
~
~
BAU
New
OS
~
~
~
You can apply Kanban at many levels. However, the trick is not
to look up or down, but left and right
Agile software development team... can you spot the
blockers?
Waterfall project team
it’s not just for software development teams...
Operations team
HR recruitment... no software development here.
Personal Kanbanleft to right
Todo : Next : Doing : Done
Lean &Toyota Production System
Theory of Constraints
System of Profound Knowledge
much more...
some reading
DJA’s Kanban Book
Kanban summary
Kanban summary
start with what you do now
Kanban summary
start with what you do now
make the work visible
Kanban summary
start with what you do now
make the work visible
limit the work in progress
Kanban summary
start with what you do now
make the work visible
limit the work in progress
establish flow and pull work when ready
Kanban summary
start with what you do now
make the work visible
limit the work in progress
establish flow and pull work when ready
identify and remove impediments to flow
Recommended