THE CORE PRACTICES OF KANBAN ENCOURAGE CONTINUOUS, INCREMENTAL CHANGES IN SEARCH OF IMPROVEMENTS, WHICH INCREASE IN SCALE AND IMPACT AS THE TEAM AND ORGANISATION GAINS CONFIDENCE AND BUILDS ITS KAIZEN ETHOS.
Visualise the Workflow
Use a physical board if you can.
For distributed teams a digital board is fine but stand ups round a wall encourage richer conversations and are a nice way to start the day.
Visualise workflow problems with WIP limits
The team focus on blocked items when limits are imposed and are encouraged to finish items rather than start new work. Littles law and the theory of constraints support this practice.
Stop starting, start finishing
Examining data about the work within the process, with a deeper understanding of the science behind limiting WIP leads the team to more actively manage their workflow.
Reduce rework and focus your efforts
External to the team, service level policies can be agreed for different categories of work (fixed date, urgent, long term etc.) allowing for greater flexibility in the system.
Continuous ad-hoc retrospection
In Kanban, feedback is formalised and implemented not just within the team, but also between teams and between team members and their coach or manager.
Kanban does not require any changes initially. No new roles, no new meetings or ceremonies, no new artefacts or backlogs. All it requires is for the team to visualise its existing workflow on a Kanban board.