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Kanban Cheat Sheet: Second Edition
Kanban Cheat Sheet: Second Edition
Kanban is a highly tactile and visible approach to orchestrating work across [email protected]
organisations. It works at the team level, straddling departmental boundaries (aka
Silo’s) as a highly effective organisational change tool. The ‘Kanban effect’ results in WWW.SOLUTIONEERS.CO.UK
profound changes in the behaviours and interactions of individuals, teams, and
sometimes entire organisations.
PRINCIPLES
1 2 3 5 • Start with what you do now
• Agree to pursue incremental,
evolutionary change
• Respect the current process, roles,
responsibilities & titles
CORE PROPERTIES
6
• Visualise the workflow, make all work
visible
• Limit Work-In-Process (WIP)
• Measure and Manage Flow
• Make Process Policies Explicit
4 • Improve Collaboratively (using
models/scientific method)
USUAL OUTCOMES
• Release value earlier
4• • Value discovery through
1• Visualise the BACKLOG. Organise by demand Use LIMITS to subordinate activities to
type or by product feature area. For multiple bottlenecks and improve flow. For individuals accelerated learning
stakeholders some teams organise by new to Kanban, when limits are hit the hardest • Maximise throughput
stakeholder. For sprint focused teams organise thing is to not blow the limit (essentially stopping • Reduce multi-tasking & task
the backlog into sprint. work) and going downstream to help unblock
switching
the pipeline. Limits help you to stop starting and
start finishing. • Reduced variation, improved
2• The NEXT column is an extremely powerful
predictability
mechanism for selecting the next items to be
delivered. Powerful due to the conversations 5• In Kanban we visualise the whole pipeline • Create ‘safety’ for the team
and clarity on value. Extremely useful when including UAT, DEPLOY, MEASURE. This is often • Open up capacity absorbed in
dealing with multiple stakeholders with an effective way to bring together dev and IT wasteful activity
conflicting perceptions on priorities. Use this Ops teams. Measure is a critical step in
• Improved collaboration by cutting
mechanism for sustainable long-term understanding if our anticipated value was
recognised, or whether we need to feedback through org silo’s
organisation change.
into the backlog. • Clarify macro & micro prioritisation