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{{COI|date=August 2022}}
{{About|the process management and improvement method|the lean manufacturing process|Kanban}}
{{Short description|Workflow management method}}
{{About|the process-management and improvement method|the lean-manufacturing process|Kanban}}
]]]
{{Software development process}} {{Software development process}}
{{Use dmy dates|date=January 2021}}
'''Kanban''' (]: {{Nihongo2|看板}}, meaning '']'' or '']'') is a ] to manage and improve work across human ]s. This approach aims to manage work by balancing demands with available capacity, and by improving the handling of system-level ].


Work items are visualized to give participants a view of progress and process, from start to finish—usually via a ]. Work is ] as capacity permits, rather than work being pushed into the process when requested.
'''Kanban''' is a method for managing knowledge work with an emphasis on just-in-time delivery while not overloading the team members. In this approach, the process, from definition of a task to its delivery to the customer, is displayed for participants to see and team members pull work from a queue.


In ] and in ], the aim is to provide a visual ] system which aids decision-making about what, when, and how much to produce. The underlying ] method originated in ],<ref>{{Cite book |last=Womack |first=James P. |title=The Machine That Changed the World |year=2007 |publisher=Simon & Schuster |isbn=978-1847370556}}</ref> which was inspired by the ].<ref>{{Cite book |last=Ohno |first=Taiichi |title=Toyota Production System: Beyond Large-Scale Production |year=1988 |isbn=978-0915299140}}</ref> It has its origin in the late 1940s when the Toyota automotive company implemented a production system called just-in-time, which had the objective of producing according to customer demand and identifying possible material shortages within the production line. But it was a team at Corbis that realized how this method devised by Toyota could become a process applicable to any type of organizational process. Kanban is commonly used in software development in combination with methods and frameworks such as ].<ref name="Ladas">{{Cite book |last=Corey |first=Ladas |title=Scrumban and other essays on Kanban System for Lean Software development |date=2008 |publisher=Modus Cooperandi Press |isbn=9780578002149 |location=Seattle, Washington |oclc=654393465}}</ref>
] in the context of software development can mean a visual ] system that tells what to produce, when to produce it, and how much to produce inspired by the ]<ref></ref> and ].<ref></ref>


== The Kanban method == == {{anchor|Kanban Boards}}Kanban boards ==
{{Main|Kanban board}}
The diagram here shows a software development workflow on a kanban board.<ref>{{Cite web |last=Boeg |first=Jasper |date=February 2012 |title=Priming Kanban |url=http://www.infoq.com/minibooks/priming-kanban-jesper-boeg |access-date=17 February 2014 |publisher=InfoQ}}</ref>
]
Kanban boards, designed for the context in which they are used, vary considerably and may show work item types ("features" and "]" here), columns delineating workflow activities, explicit policies, and swimlanes (rows crossing several columns, used for grouping user stories by feature here). The aim is to make the general workflow and the progress of individual items clear to participants and stakeholders.


A Kanban Board represents the system's Definition of Workflow<ref>{{Cite web |last1=Coleman |first1=John |last2=Vacanti |first2=Daniel |title=Kanban Guide - Definition of Workflow |url=https://kanbanguides.org/english/ |access-date=2023-08-17 |website=Kanban Guides |language=en-US}}</ref> and requires the following minimum elements:
The name 'Kanban' originates from Japanese, and translates roughly as "signboard" or "billboard". It was formulated by David J. Anderson<ref>
{{Cite book
| title =Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results
| last =Anderson
| first =David
| publisher = Prentice Hall
|date=September 2003
|isbn = 0-13-142460-2 }}
</ref><ref name="Anderson1">
{{Cite book
| title =Kanban - Successful Evolutionary Change for your Technology Business
| last =Anderson
| first =David
| publisher = Blue Hole Press
|date=April 2010
|isbn = 0-9845214-0-2 }}
</ref> as an approach to incremental, evolutionary process and systems change for organizations. It uses a work-in-progress limited pull system as the core mechanism to expose system operation (or process) problems and stimulate collaboration to continuously improve the system. It is rooted in four basic principles:


* A definition of the individual units of value that are moving through the workflow. These units of value are referred to as ''work items'' ''(or items'').
;Start with existing process
* A definition for when work items are ''started'' and ''finished'' within the workflow. Your workflow may have more than one started or finished points depending on the work item.
:The Kanban method does not prescribe a specific set of roles or process steps. The Kanban method starts with existing roles and processes and stimulates continuous, incremental and evolutionary changes to the system. The Kanban method is a change management method.
* One or more defined states that the work items flow through from started to finished. Any work items between a started point and a finished point are considered ''work in progress'' (WIP).
* A definition of how WIP will be controlled from started to finished.
* Explicit policies about how work items can flow through each state from started to finished.
* A ''service level expectation'' (SLE), which is a forecast of how long it should take a work item to flow from started to finished.


== Kanban practices ==
;Agree to pursue incremental, evolutionary change
The Practices of Kanban as described in the Kanban Guide<ref name=":0">{{Cite web |last1=Coleman |first1=John |last2=Vacanti |first2=Daniel |title=Kanban Guide |url=https://kanbanguides.org/english/ |access-date=2023-08-17 |website=Kanban Guides |language=en-US}}</ref> are
:The organization (or team) must agree that continuous, incremental and evolutionary change is the way to make system improvements and make them stick. Sweeping changes may seem more effective but have a higher failure rate due to resistance and fear in the organization. The Kanban method encourages continuous small incremental and evolutionary changes to your current system.


* Defining and visualizing a workflow
;Respect the current process, roles, responsibilities and titles
* Actively managing items in a workflow
:It is likely that the organization currently has some elements that work acceptably and are worth preserving. The Kanban method seeks to drive out fear in order to facilitate future change. It attempts to eliminate initial fears by agreeing to respect current roles, responsibilities and job titles with the goal of gaining broader support.
* Improving a workflow


Kanban is a strategy that aims to follow these in order to create systems that are efficient, effective, and predictable.
;Leadership at all levels
:Acts of leadership at all levels in the organization, from individual contributors to senior management, are encouraged.


The Kanban Method is a specialized and detailed extrapolation of Kanban. As described in books on The Kanban Method for software development,<ref name="Anderson" /><ref name="Ladas" /> the two primary practices of The Kanban Method are to visualize work and to limit work in progress (WIP). Four additional general practices of The Kanban Method listed in ''Essential Kanban Condensed'' are to make policies explicit, manage flow, implement feedback loops, and improve collaboratively.<ref name="Essential" />
== Kanban board example ==
Kanban Software Development Workflow<ref>{{Internetquelle|url=http://www.infoq.com/minibooks/priming-kanban-jesper-boeg|titel=Priming Kanban|autor=Jasper Boeg|datum=2012-02|zugriff=2014-02-17|sprache=en|ort=Denmark|hrsg=InfoQ}}</ref> complements the ], ] and Waterfall models.


The kanban board in the diagram above highlights the first three general practices of The Kanban Method.
{|class="wikitable"
* It visualizes the work of the development team (the features and user stories).
!style="background-color: #E0CEF2; border-color: #B1A3BF"| Workflow ⇒
* It captures WIP limits for development steps: the circled values below the column headings that limit the number of work items under that step.
!style="background-color: #E0CEF2; border-color: #B1A3BF"| Inbox
* It documents policies, also known as done rules,<ref name="Brechner" /> inside blue rectangles under some of the development steps.
!colspan="2" style="background-color: #E0CEF2; border-color: #B1A3BF"| Specification
* It also shows some kanban flow management for the "user story preparation", "user story development", and "feature acceptance" steps, which have "in progress" and "ready" sub-columns. Each step's WIP limit applies to both sub-columns, preventing work items from overwhelming the flow into or out of those steps.
!style="background-color: #E0CEF2; border-color: #B1A3BF"| Ready for Development

|colspan="3" style="background-color: #E0CEF2; border-color: #B1A3BF; text-align: center"| '''Development'''<br/>(e.g. using ] and ])
== Managing workflow ==
!colspan="2" style="background-color: #E0CEF2; border-color: #B1A3BF"| Code Review
Kanban manages workflow directly on the kanban board. The WIP limits for development steps provide development teams immediate feedback on common workflow issues.<ref name="Anderson" /><ref name="Brechner" />
!colspan="2" style="background-color: #E0CEF2; border-color: #B1A3BF"| Test on Local System

!colspan="2" style="background-color: #E0CEF2; border-color: #B1A3BF"| Test on Pre-Production System
For example, on the kanban board shown above, the "deployment" step has a WIP limit of five and there are currently five epics{{what|date=January 2022}} shown in that step. No more work items can move into deployment until one or more epics complete that step (moving to "delivered"). This prevents the "deployment" step from being overwhelmed. Team members working on "feature acceptance" (the previous step) might get stuck because they can't deploy new epics. They can see why immediately on the board and help with the current epic deployments.
!style="background-color: #E0CEF2; border-color: #B1A3BF"| Ready for Deployment

!style="background-color: #E0CEF2; border-color: #B1A3BF"| Deployed
Once the five epics in the "deployment" step are delivered, the two epics from the "ready" sub-column of "feature acceptance" (the previous step) can be moved to the "deployment" column. When those two epics are delivered, no other epics can be deployed (assuming no new epics are ready). Now, team members working on deployment are stuck. They can see why immediately and help with feature acceptance.
|- style="text-align:center"

!style="background-color: #FAF5FF"| WIP Limit ⇒
In a Kanban board setup, swimlanes are used to visually organize work into different stages of a process, ensuring clarity and focus. For efficient workflow management, it is crucial to maintain distinct swimlanes for key phases such as requirements, development, testing, and closed/completed tasks. Specifically, testing stories should always be placed within the designated "Testing" swimlane. This separation ensures that testing activities are easily trackable and not intermingled with other stories in development or other stages. By keeping testing tasks within their own swimlane, teams can quickly identify bottlenecks, prioritize issues, and maintain the integrity of the testing process without cross-contamination from development or requirement phases. This structure leads to clearer workflows and enhances team collaboration.
|style="background-color: #FAF5FF"| 5

|colspan="2" style="background-color: #FAF5FF"| 2
This workflow control works similarly for every step. Problems are visual and evident immediately, and re-planning can be done continuously. The work management is made possible by limiting work in progress in a way team members can see and track at all times.
|style="background-color: #FAF5FF"| 2

|colspan="3" style="background-color: #FAF5FF"| 3
== Evolution and documentation of method ==
|colspan="2" style="background-color: #FAF5FF"| 2
David Anderson's 2010 book, ''Kanban'',<ref name="Anderson">{{Cite book |last=Anderson |first=David J. |title=Kanban: Successful Evolutionary Change for Your Technology Business |date=April 2010 |publisher=Blue Hole Press |isbn=978-0-9845214-0-1}}</ref> describes an evolution of the approach from a 2004 project at Microsoft<ref>{{Cite conference |last1=Anderson |first1=David J. |last2=Dumitriu |first2=Dragos |date=November 2005 |title=From Worst to Best in 9 Months: Implementing a Drum-Buffer-Rope Solution at Microsoft's IT Department |url=http://images.itrevolution.com/images/kanbans/From_Worst_to_Best_in_9_Months_Final_1_3-aw.pdf |access-date=24 September 2020 |conference=] World Conference November 2005 |publisher=Microsoft Corporation |location=USA}}</ref> using a ] approach and incorporating a ] (comparable to the ]), to a 2006–2007 project at ] in which the kanban method was{{by whom?|date=June 2020}} identified. In 2009, Don Reinertsen published a book on second-generation lean product-development<ref>{{Cite book |last=Reinertsen |first=Donald |title=The Principles of Product Development Flow: Second Generation Lean Product Development |date=May 2009 |publisher=Celeritas Publishing |isbn=978-1935401001}}</ref> which describes the adoption of the kanban system and the use of data collection and an economic model for management decision-making. Another early contribution came from Corey Ladas, whose 2008 book ''Scrumban''<ref name="Ladas" /> suggested that kanban could improve ] for software development. Ladas saw ] as the transition from ] to kanban. Jim Benson and Tonianne DeMaria Barry published ''Personal Kanban'',<ref name="Benson">{{Cite book |last1=Benson |first1=Jim |last2=DeMaria Barry |first2=Tonianne |title=Personal Kanban: Mapping Work, Navigating Life |date=January 2011 |publisher=Modus Cooperandi Press |isbn=978-1453802267}}</ref> applying kanban to individuals and small teams, in 2011. In ''Kanban from the Inside'' (2014),<ref>{{Cite book |last=Burrows |first=Mike |title=Kanban From The Inside |publisher=Blue Hole Press |year=2014 |isbn=978-0-9853051-9-2 |location=Seattle, WA}}</ref> Mike Burrows explained kanban's principles, practices and underlying values and related them to earlier theories and models. In ''Agile Project Management with Kanban'' (2015),<ref name="Brechner">{{Cite book |last=Brechner |first=Eric |title=Agile Project Management with Kanban |publisher=Microsoft Press |year=2015 |isbn=978-0735698956 |pages=160}}</ref> Eric Brechner provides an overview of kanban in practice at Microsoft and ]. ''Kanban Change Leadership'' (2015), by Klaus Leopold and Siegfried Kaltenecker,<ref>{{Cite book |last1=Leopold |first1=Klaus |last2=Siegfried |first2=Kaltenecker |title=Kanban Change Leadership |publisher=John Wiley & Sons |year=2015 |isbn=978-1-119-01970-1 |location=Hoboken, NJ}}</ref> explained the method from the perspective of change management and provided guidance to change-initiatives. In 2016 Lean Kanban University Press published a condensed guide to the method, incorporating improvements and extensions from the early kanban projects.<ref name="Essential">{{Cite book |last1=Anderson |first1=David J. |last2=Carmichael |first2=Andy |title=Essential Kanban Condensed |publisher=Lean Kanban University Press |year=2016 |isbn=978-0-9845214-2-5 |location=Seattle, WA}}</ref>
|colspan="2" style="background-color: #FAF5FF"| 2

|colspan="2" style="background-color: #FAF5FF"| 2
In 2020 John Coleman and Daniel Vacanti published ''The Kanban Guide''<ref name=":0" /> to describe the minimal conditions needed to operate a Kanban system. Colleen Johnson, Daniel Vacanti, and Prateek Singh published The Kanban Pocket Guide<ref>{{Cite web |last1=Johnson |first1=Colleen |last2=Vacanti |first2=Daniel |last3=Singh |first3=Prateek |title=The Kanban Pocket Guide |url=https://prokanban.org/kpg/ |access-date=2023-08-17 |website=ProKanban.org |language=en-US}}</ref> in 2022, which helps practitioners navigate the Kanban practices. Will Seele and Daniel Vacanti also published the Flow Metrics for Scrum Teams<ref>{{Cite web |last1=Seele |first1=Wilbert |last2=Vacanti |first2=Daniel |title=Flow Metrics for Scrum Teams |url=https://prokanban.org/scrum-flow-metrics/ |access-date=2023-08-17 |website=ProKanban.org |language=en-US}}</ref> book in 2022 to bring the benefits of metrics commonly used in Kanban to Scrum teams.
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!style="background-color:#d0e5f5; border-color:#d0e5f5"| Feature
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|style="background-color: #FAF5FF"| In progress
|style="background-color: #FAF5FF"| Done
|style="background-color: #FAF5FF"|
|style="background-color: #FAF5FF"| Planned
|style="background-color: #FAF5FF"| In Progress
|style="background-color: #FAF5FF"| Done
|style="background-color: #FAF5FF"| In progress
|style="background-color: #FAF5FF"| Done
|style="background-color: #FAF5FF"| In progress
|style="background-color: #FAF5FF"| Done
|style="background-color: #FAF5FF"| In progress
|style="background-color: #FAF5FF"| Done
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!style="background-color:#f1f5fc; border-color:#d0e5f5"| Login
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!style="background-color: #F2E0CE; border-color: #BFB1A3"| Policies ⇒
|style="background-color: #FFFAF5; border-color: #F2E0CE"|
* ] writes ]
* ] estimates user story size (])
* Prioritize stories
* Note lead start date
|colspan="2" style="background-color: #FFFAF5; border-color: #F2E0CE"| Write ]
|style="background-color: #FFFAF5; border-color: #F2E0CE"| Plan ]
|style="background-color: #FFFAF5; border-color: #F2E0CE"| Note cycle start time
|style="background-color: #FFFAF5; border-color: #F2E0CE"| ] and ]
|style="background-color: #FFFAF5; border-color: #F2E0CE"| Note cycle end time
|colspan="2" style="background-color: #FFFAF5; border-color: #F2E0CE"| Check Policies
* ]s
* ]s
* ]s
* ]
* Deployment issues
|colspan="2" style="background-color: #FFFAF5; border-color: #F2E0CE"| Tester and Product Owner needed
|colspan="2" style="background-color: #FFFAF5; border-color: #F2E0CE"| Check only code functionality
|style="background-color: #FFFAF5; border-color: #F2E0CE"|
|style="background-color: #FFFAF5; border-color: #F2E0CE"|
* Remove Ticket
* Note lead end date
* Review deployment
* Update statistics
** ]
** Defect rate
** Lead and cycle times
** ]
** other KPIs
* Reprioritize user stories based on new estimates
|}


== See also == == See also ==
*]
*]
*]
*]
*] *]


Line 251: Line 65:
{{reflist}} {{reflist}}


== Further reading ==
==External links==
* Kanban: Successful Evolutionary Change for Your Technology Business, David J. Anderson. (United States, Blue Hole Press, 2010. {{ISBN|978-0984521401}}

* Scrumban: Essays on Kanban Systems for Lean Software Development, Corey Ladas. (United States, Modus Cooperandi Press, 2009. {{ISBN|9780578002149}}
* , an ] version of the method for software development
* ''Agile Project Management with Kanban (Developer Best Practices)'', Eric Brechner. (United States: Microsoft Press, 2015). {{ISBN|978-0735698956}}.
* ''Kanban in Action'', Marcus Hammarberg and Joakim Sunden. (Shelter Island, NY: Manning Publications, 2014). {{ISBN|978-1-617291-05-0}}.
* ''Lean from the Trenches: Managing Large-Scale Projects with Kanban,'' Henrik Kniberg. (Dallas, TX: The Pragmatic Programmers, 2012). {{ISBN|978-1-93435-685-2}}.
* ''Stop Starting, Start Finishing!'' Arne Roock and Claudia Leschik. (USA: Lean-Kanban University, 2012). {{ISBN|978-0985305161}}.
* ''Real-World Kanban: Do Less, Accomplish More with Lean Thinking'', Mattias Skarin. (United States: Pragmatic Bookshelf, 2015). {{ISBN|978-1680500776}}.


{{Authority control}}
{{wiktionary}}


{{DEFAULTSORT:Kanban (Development)}}
] ]
] ]
] ]
]

Latest revision as of 14:36, 9 December 2024

A major contributor to this article appears to have a close connection with its subject. It may require cleanup to comply with Misplaced Pages's content policies, particularly neutral point of view. Please discuss further on the talk page. (August 2022) (Learn how and when to remove this message)
Workflow management method This article is about the process-management and improvement method. For the lean-manufacturing process, see Kanban.
A Kanban board
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Software development
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Methodologies and frameworks
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Outlines

Kanban (Japanese: 看板, meaning signboard or billboard) is a lean method to manage and improve work across human systems. This approach aims to manage work by balancing demands with available capacity, and by improving the handling of system-level bottlenecks.

Work items are visualized to give participants a view of progress and process, from start to finish—usually via a kanban board. Work is pulled as capacity permits, rather than work being pushed into the process when requested.

In knowledge work and in software development, the aim is to provide a visual process management system which aids decision-making about what, when, and how much to produce. The underlying kanban method originated in lean manufacturing, which was inspired by the Toyota Production System. It has its origin in the late 1940s when the Toyota automotive company implemented a production system called just-in-time, which had the objective of producing according to customer demand and identifying possible material shortages within the production line. But it was a team at Corbis that realized how this method devised by Toyota could become a process applicable to any type of organizational process. Kanban is commonly used in software development in combination with methods and frameworks such as Scrum.

Kanban boards

Main article: Kanban board

The diagram here shows a software development workflow on a kanban board.

Kanban boards, designed for the context in which they are used, vary considerably and may show work item types ("features" and "user stories" here), columns delineating workflow activities, explicit policies, and swimlanes (rows crossing several columns, used for grouping user stories by feature here). The aim is to make the general workflow and the progress of individual items clear to participants and stakeholders.

A Kanban Board represents the system's Definition of Workflow and requires the following minimum elements:

  • A definition of the individual units of value that are moving through the workflow. These units of value are referred to as work items (or items).
  • A definition for when work items are started and finished within the workflow. Your workflow may have more than one started or finished points depending on the work item.
  • One or more defined states that the work items flow through from started to finished. Any work items between a started point and a finished point are considered work in progress (WIP).
  • A definition of how WIP will be controlled from started to finished.
  • Explicit policies about how work items can flow through each state from started to finished.
  • A service level expectation (SLE), which is a forecast of how long it should take a work item to flow from started to finished.

Kanban practices

The Practices of Kanban as described in the Kanban Guide are

  • Defining and visualizing a workflow
  • Actively managing items in a workflow
  • Improving a workflow

Kanban is a strategy that aims to follow these in order to create systems that are efficient, effective, and predictable.

The Kanban Method is a specialized and detailed extrapolation of Kanban. As described in books on The Kanban Method for software development, the two primary practices of The Kanban Method are to visualize work and to limit work in progress (WIP). Four additional general practices of The Kanban Method listed in Essential Kanban Condensed are to make policies explicit, manage flow, implement feedback loops, and improve collaboratively.

The kanban board in the diagram above highlights the first three general practices of The Kanban Method.

  • It visualizes the work of the development team (the features and user stories).
  • It captures WIP limits for development steps: the circled values below the column headings that limit the number of work items under that step.
  • It documents policies, also known as done rules, inside blue rectangles under some of the development steps.
  • It also shows some kanban flow management for the "user story preparation", "user story development", and "feature acceptance" steps, which have "in progress" and "ready" sub-columns. Each step's WIP limit applies to both sub-columns, preventing work items from overwhelming the flow into or out of those steps.

Managing workflow

Kanban manages workflow directly on the kanban board. The WIP limits for development steps provide development teams immediate feedback on common workflow issues.

For example, on the kanban board shown above, the "deployment" step has a WIP limit of five and there are currently five epics shown in that step. No more work items can move into deployment until one or more epics complete that step (moving to "delivered"). This prevents the "deployment" step from being overwhelmed. Team members working on "feature acceptance" (the previous step) might get stuck because they can't deploy new epics. They can see why immediately on the board and help with the current epic deployments.

Once the five epics in the "deployment" step are delivered, the two epics from the "ready" sub-column of "feature acceptance" (the previous step) can be moved to the "deployment" column. When those two epics are delivered, no other epics can be deployed (assuming no new epics are ready). Now, team members working on deployment are stuck. They can see why immediately and help with feature acceptance.

In a Kanban board setup, swimlanes are used to visually organize work into different stages of a process, ensuring clarity and focus. For efficient workflow management, it is crucial to maintain distinct swimlanes for key phases such as requirements, development, testing, and closed/completed tasks. Specifically, testing stories should always be placed within the designated "Testing" swimlane. This separation ensures that testing activities are easily trackable and not intermingled with other stories in development or other stages. By keeping testing tasks within their own swimlane, teams can quickly identify bottlenecks, prioritize issues, and maintain the integrity of the testing process without cross-contamination from development or requirement phases. This structure leads to clearer workflows and enhances team collaboration.

This workflow control works similarly for every step. Problems are visual and evident immediately, and re-planning can be done continuously. The work management is made possible by limiting work in progress in a way team members can see and track at all times.

Evolution and documentation of method

David Anderson's 2010 book, Kanban, describes an evolution of the approach from a 2004 project at Microsoft using a theory-of-constraints approach and incorporating a drum-buffer-rope (comparable to the kanban pull system), to a 2006–2007 project at Corbis in which the kanban method was identified. In 2009, Don Reinertsen published a book on second-generation lean product-development which describes the adoption of the kanban system and the use of data collection and an economic model for management decision-making. Another early contribution came from Corey Ladas, whose 2008 book Scrumban suggested that kanban could improve scrum for software development. Ladas saw scrumban as the transition from scrum to kanban. Jim Benson and Tonianne DeMaria Barry published Personal Kanban, applying kanban to individuals and small teams, in 2011. In Kanban from the Inside (2014), Mike Burrows explained kanban's principles, practices and underlying values and related them to earlier theories and models. In Agile Project Management with Kanban (2015), Eric Brechner provides an overview of kanban in practice at Microsoft and Xbox. Kanban Change Leadership (2015), by Klaus Leopold and Siegfried Kaltenecker, explained the method from the perspective of change management and provided guidance to change-initiatives. In 2016 Lean Kanban University Press published a condensed guide to the method, incorporating improvements and extensions from the early kanban projects.

In 2020 John Coleman and Daniel Vacanti published The Kanban Guide to describe the minimal conditions needed to operate a Kanban system. Colleen Johnson, Daniel Vacanti, and Prateek Singh published The Kanban Pocket Guide in 2022, which helps practitioners navigate the Kanban practices. Will Seele and Daniel Vacanti also published the Flow Metrics for Scrum Teams book in 2022 to bring the benefits of metrics commonly used in Kanban to Scrum teams.

See also

References

  1. Womack, James P. (2007). The Machine That Changed the World. Simon & Schuster. ISBN 978-1847370556.
  2. Ohno, Taiichi (1988). Toyota Production System: Beyond Large-Scale Production. ISBN 978-0915299140.
  3. ^ Corey, Ladas (2008). Scrumban and other essays on Kanban System for Lean Software development. Seattle, Washington: Modus Cooperandi Press. ISBN 9780578002149. OCLC 654393465.
  4. Boeg, Jasper (February 2012). "Priming Kanban". InfoQ. Retrieved 17 February 2014.
  5. Coleman, John; Vacanti, Daniel. "Kanban Guide - Definition of Workflow". Kanban Guides. Retrieved 17 August 2023.
  6. ^ Coleman, John; Vacanti, Daniel. "Kanban Guide". Kanban Guides. Retrieved 17 August 2023.
  7. ^ Anderson, David J. (April 2010). Kanban: Successful Evolutionary Change for Your Technology Business. Blue Hole Press. ISBN 978-0-9845214-0-1.
  8. ^ Anderson, David J.; Carmichael, Andy (2016). Essential Kanban Condensed. Seattle, WA: Lean Kanban University Press. ISBN 978-0-9845214-2-5.
  9. ^ Brechner, Eric (2015). Agile Project Management with Kanban. Microsoft Press. p. 160. ISBN 978-0735698956.
  10. Anderson, David J.; Dumitriu, Dragos (November 2005). From Worst to Best in 9 Months: Implementing a Drum-Buffer-Rope Solution at Microsoft's IT Department (PDF). TOC ICO World Conference November 2005. USA: Microsoft Corporation. Retrieved 24 September 2020.
  11. Reinertsen, Donald (May 2009). The Principles of Product Development Flow: Second Generation Lean Product Development. Celeritas Publishing. ISBN 978-1935401001.
  12. Benson, Jim; DeMaria Barry, Tonianne (January 2011). Personal Kanban: Mapping Work, Navigating Life. Modus Cooperandi Press. ISBN 978-1453802267.
  13. Burrows, Mike (2014). Kanban From The Inside. Seattle, WA: Blue Hole Press. ISBN 978-0-9853051-9-2.
  14. Leopold, Klaus; Siegfried, Kaltenecker (2015). Kanban Change Leadership. Hoboken, NJ: John Wiley & Sons. ISBN 978-1-119-01970-1.
  15. Johnson, Colleen; Vacanti, Daniel; Singh, Prateek. "The Kanban Pocket Guide". ProKanban.org. Retrieved 17 August 2023.
  16. Seele, Wilbert; Vacanti, Daniel. "Flow Metrics for Scrum Teams". ProKanban.org. Retrieved 17 August 2023.

Further reading

  • Kanban: Successful Evolutionary Change for Your Technology Business, David J. Anderson. (United States, Blue Hole Press, 2010. ISBN 978-0984521401
  • Scrumban: Essays on Kanban Systems for Lean Software Development, Corey Ladas. (United States, Modus Cooperandi Press, 2009. ISBN 9780578002149
  • Agile Project Management with Kanban (Developer Best Practices), Eric Brechner. (United States: Microsoft Press, 2015). ISBN 978-0735698956.
  • Kanban in Action, Marcus Hammarberg and Joakim Sunden. (Shelter Island, NY: Manning Publications, 2014). ISBN 978-1-617291-05-0.
  • Lean from the Trenches: Managing Large-Scale Projects with Kanban, Henrik Kniberg. (Dallas, TX: The Pragmatic Programmers, 2012). ISBN 978-1-93435-685-2.
  • Stop Starting, Start Finishing! Arne Roock and Claudia Leschik. (USA: Lean-Kanban University, 2012). ISBN 978-0985305161.
  • Real-World Kanban: Do Less, Accomplish More with Lean Thinking, Mattias Skarin. (United States: Pragmatic Bookshelf, 2015). ISBN 978-1680500776.
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