An internal presentation to Voxeo employees about the Kanban approach to Software Development - designed for newbies!
For cleaner formatting (and access to the talk-track), download the powerpoint format or try the PDF.
Kanban is a method for managing workflow that focuses on continuous delivery, limiting work-in-progress, and visualizing the workflow. The core concepts of Kanban involve visualizing the work using a Kanban board and limiting the amount of work-in-progress to improve flow and collaboration. Kanban aims to deliver features faster through principles like starting with the existing process, incremental changes, and respecting current roles and responsibilities.
Kanban is a workflow management system that visualizes work and limits work-in-progress. It focuses on optimizing flow and reducing lead times rather than velocity. There are three primary feedback loops in Kanban: daily standups, system capability reviews, and operations reviews. Kanban metrics like lead time, flow efficiency, and work-in-progress are analyzed to understand workflow and identify areas for improvement. Coaches advise teams to adjust work-in-progress based on trends in these metrics.
Open Kanban - Discover the Power of KanbanJoseph Hurtado
On this presentation AgileLion Institute, and myself introduce you to Open Kanban. The Agile and Lean Method that enables any Software Development team, IT organization or business to improve their productivity and performance.
Unlike Scrum, XP or other flavors of Kanban, Open Kanban is an open source method, that is Ultra Light and powerful given it's rich Agile and Lean heritage.
We also talk about Kanban Ace, the first Open Kanban Method specifically designed for IT, Software Development and business. Kanban Ace expands Open Kanban with techniques and advanced frameworks especially designed for IT, Software Development, Product Management and Business.
If you would like to get a copy of the full PDF please visit our website page for this presentation:
http://agilelion.com/agile-kanban-cafe/open-kanban-presentation
If you are new to Kanban then this presentation is for you. I am talking briefly about lean principles and Elements of the Kanban Method. The difference between Kanban with capital K and kanban with small k.
Agenda
Kanban Self Assessment
Lean Principles
What is Kanban?
Motivation to use Kanban
Elements of the Kanban Method
Kanban Practices
Kanban and Scrum
Kanban in software development: A systematic literature reviewMuhammad Ahmad
Using of Kanban in software development is an emerging topic. This systematic literature review was conducted in order to analyse the current trend of Kanban usage in software development and to identify the obtained benefits and involved challenges. The search strategy resulted in 492 papers, of which 19 were identified as primary studies relevant to our research. The main reported benefits of using the Kanban method were improved lead time to deliver software, improved quality of software, improved communication and coordination, increased consistency of delivery, and decreased customer reported defects. The reported challenges included lack of knowledge and specialized training as well as various organizational issues. Additionally, suggested practices were extracted from the primary studies and summarized for guiding the practitioners interested in adopting Kanban. The findings of this literature review are intended for helping researchers and practitioners to gain a better understanding of the current state of Kanban usage in software development.
Icsea 2014 usage of kanban in software companiesMuhammad Ahmad
There is a growing interest in applying Kanban in software development to reap the proclaimed benefits presented in the literature. The goal of this paper is to provide up-to-date knowledge of the current state of Kanban usage in software companies, regarding the motivation for using it as well as the benefits obtained and challenges faced in its adoption. In addition, we investigate how the challenges identified in the study can be addressed. For this purpose, an empirical study was conducted consisting of a survey and complementing thematic interviews. The empirical study was carried out in November-December 2013 within large Finnish software companies, which extensively use Agile and Lean approaches. The obtained results are largely in line with the findings of earlier research reported in the literature. Generally, the experiences of using Kanban are rather positive; however, challenges in adoption identified include a lack of specialised training and usage experience, and a too traditional organisational culture.
This document provides an overview of Kanban concepts and practices for improving workflow. It discusses how Kanban aims to visualize workflow, limit work-in-progress, encourage continuous flow and collaboration, and evolve processes experimentally through measurement and feedback. Key aspects covered include managing demand and capacity, understanding customers, focusing on flow and pull systems, setting work-in-progress limits, and continuously improving through reflection and data.
Kanban is a method for managing workflow that focuses on continuous delivery, limiting work-in-progress, and visualizing the workflow. The core concepts of Kanban involve visualizing the work using a Kanban board and limiting the amount of work-in-progress to improve flow and collaboration. Kanban aims to deliver features faster through principles like starting with the existing process, incremental changes, and respecting current roles and responsibilities.
Kanban is a workflow management system that visualizes work and limits work-in-progress. It focuses on optimizing flow and reducing lead times rather than velocity. There are three primary feedback loops in Kanban: daily standups, system capability reviews, and operations reviews. Kanban metrics like lead time, flow efficiency, and work-in-progress are analyzed to understand workflow and identify areas for improvement. Coaches advise teams to adjust work-in-progress based on trends in these metrics.
Open Kanban - Discover the Power of KanbanJoseph Hurtado
On this presentation AgileLion Institute, and myself introduce you to Open Kanban. The Agile and Lean Method that enables any Software Development team, IT organization or business to improve their productivity and performance.
Unlike Scrum, XP or other flavors of Kanban, Open Kanban is an open source method, that is Ultra Light and powerful given it's rich Agile and Lean heritage.
We also talk about Kanban Ace, the first Open Kanban Method specifically designed for IT, Software Development and business. Kanban Ace expands Open Kanban with techniques and advanced frameworks especially designed for IT, Software Development, Product Management and Business.
If you would like to get a copy of the full PDF please visit our website page for this presentation:
http://agilelion.com/agile-kanban-cafe/open-kanban-presentation
If you are new to Kanban then this presentation is for you. I am talking briefly about lean principles and Elements of the Kanban Method. The difference between Kanban with capital K and kanban with small k.
Agenda
Kanban Self Assessment
Lean Principles
What is Kanban?
Motivation to use Kanban
Elements of the Kanban Method
Kanban Practices
Kanban and Scrum
Kanban in software development: A systematic literature reviewMuhammad Ahmad
Using of Kanban in software development is an emerging topic. This systematic literature review was conducted in order to analyse the current trend of Kanban usage in software development and to identify the obtained benefits and involved challenges. The search strategy resulted in 492 papers, of which 19 were identified as primary studies relevant to our research. The main reported benefits of using the Kanban method were improved lead time to deliver software, improved quality of software, improved communication and coordination, increased consistency of delivery, and decreased customer reported defects. The reported challenges included lack of knowledge and specialized training as well as various organizational issues. Additionally, suggested practices were extracted from the primary studies and summarized for guiding the practitioners interested in adopting Kanban. The findings of this literature review are intended for helping researchers and practitioners to gain a better understanding of the current state of Kanban usage in software development.
Icsea 2014 usage of kanban in software companiesMuhammad Ahmad
There is a growing interest in applying Kanban in software development to reap the proclaimed benefits presented in the literature. The goal of this paper is to provide up-to-date knowledge of the current state of Kanban usage in software companies, regarding the motivation for using it as well as the benefits obtained and challenges faced in its adoption. In addition, we investigate how the challenges identified in the study can be addressed. For this purpose, an empirical study was conducted consisting of a survey and complementing thematic interviews. The empirical study was carried out in November-December 2013 within large Finnish software companies, which extensively use Agile and Lean approaches. The obtained results are largely in line with the findings of earlier research reported in the literature. Generally, the experiences of using Kanban are rather positive; however, challenges in adoption identified include a lack of specialised training and usage experience, and a too traditional organisational culture.
This document provides an overview of Kanban concepts and practices for improving workflow. It discusses how Kanban aims to visualize workflow, limit work-in-progress, encourage continuous flow and collaboration, and evolve processes experimentally through measurement and feedback. Key aspects covered include managing demand and capacity, understanding customers, focusing on flow and pull systems, setting work-in-progress limits, and continuously improving through reflection and data.
Agile lean workshop for teams, managers & exec leadershipRavi Tadwalkar
This Agile-Lean workshop covers topics related to adopting Agile and Lean principles for teams, managers, and executive leadership. It discusses key concepts like Agile versus Lean, Scrum versus Kanban, roles and responsibilities in Agile, and metrics for measuring Agile and Lean performance. The workshop also provides examples and models to help participants understand concepts like daily stand-up meetings, team rooms, and leadership assessments to support the transition to Agile and Lean approaches.
The document discusses Agile and Kanban principles and practices. It defines Agile as focusing on early delivery of business value, continuous improvement, and flexibility. Kanban is introduced as a method for managing knowledge work using visual signals and limiting work in progress. The document outlines Kanban values like transparency and flow, principles like starting with the current process and incremental change, and practices like visualizing work, limiting WIP, and implementing feedback loops. It provides an example of how Kanban could be applied at an organization's support team.
Leanban: The Next Step in the Evolution of AgileLeanKit
I'll introduce you to Leanban, which uses Lean thinking as a guide to incorporate the best of Scrum and Kanban into Agile software development practices.
The document introduces the Kanban method for process and systems change. It describes Kanban as a way to organize workflow by prioritizing work and uncovering problems. Kanban involves four principles - start with the current process, pursue incremental changes, respect existing roles and responsibilities, and encourage leadership at all levels. It also involves five properties - visualize the workflow, limit work-in-progress, manage the flow of work, make policies explicit, and improve collaboratively. The overall goal of Kanban is continuous improvement of workflow through small, evolutionary changes agreed upon by consensus.
Pecha kucha format- how can devops be implemented with lean and agileRavi Tadwalkar
Title:
-------
Case Study: Lean Manufacturing plant level continuous improvement
How can DevOps be implemented with Lean and Agile?
Description:
-----------------
How can we leverage our knowledge of Lean Manufacturing and TPS (Toyota Production System) to implement Agile & DevOps in organizations?
My topic is about "how DevOps can be implemented with Lean and Agile", by implementing Enterprise Kanban system that has this value stream:
“Portfolio Kanban (upstream “Epics”) -> Scrum / ScrumBan / Kanban “In the middle” -> Release Engineering Kanban(Downstream “Deployable Artifacts”),
Presentation History:
Agile2016, PechaKuchaLightening Talk on July 27, 2016
Reference:
---------------
Slides 21-27 in my preso:
http://www.slideshare.net/RaviTadwalkar/devops-approach-point-of-view-by-ravi-tadwalkar
The document provides an overview of the Kanban Coaching Professional (KCP) Masterclass taught by LKU (David Anderson) from April 28 - May 2, 2014 and the Lean Kanban North America (LKNA) 2014 conference from May 5-8. It discusses topics from the KCP including the Kanban method overview, core practices, advanced topics, and a case study on capacity allocation. Photos and experiences from LKNA 2014 are also included along with recommended reading and references on Kanban.
LKIN2019: Lean transformation journey of infra briefing for business agility...Ravi Tadwalkar
This document outlines a plan to implement a continuous improvement and innovation model for business agility. It involves leveraging design thinking, lean change canvases, lean and Kanban methods. The plan maps the model to strategic imperatives and team activities over 10 weeks. Key activities include establishing the continuous improvement model, prioritizing value streams, creating a Kanban board to manage experiments, developing value stream maps, and sustaining the model through skills development and innovation teams. The overall goal is to help the organization sense changes and respond accordingly to deliver value to customers.
This document provides an introduction to Kanban, an agile methodology that focuses on visualizing and limiting work-in-progress to continuously improve workflow. It defines Kanban and how it was inspired by lean manufacturing practices. The core practices of Kanban are outlined, including defining and visualizing the workflow, limiting work-in-progress, measuring and managing flow, making process policies explicit, and using models to suggest improvement. An example Kanban board is demonstrated. Finally, the document discusses how to build a Kanban process by defining queues and work items, setting work-in-progress limits, establishing delivery cadence, and continually improving the process through Kaizen.
Kanban is the simplest approach which is currently used in software development. Since Kanban prescribes close to nothing there are often a lot of basic questions about the method.
The presentation depicts what Kanban is generally using Scrum as a reference point. Then it presents a series of situations to answer basic questions about working with Kanban
Agile is fantastic. Most of companies nowadays recognise that agile is not something that should to have, but is a thing that must to have. Many organisation tries to perform agile transformation. However, the question is what I should start from. In this presentation, I would like to share my own experience on what were first steps that I tried to do agile transformation at my team.
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
Agile Gurugram 2019 Conference | Agile Culture for High Performance | Abhigya...AgileNetwork
1) Abhigya Pokharel is an Agile Project Manager at Ncell telecom in Nepal who led the company's transformation to Agile. Under the new Agile approach, Ncell launched 10 products in a year compared to only 4 in 18 months previously. Employee and customer satisfaction scores increased.
2) The transformation required a holistic approach that changed the company's values, processes, functions, teams, and leadership. This included empowering self-organized teams, adopting Agile ceremonies, using visualization tools, embracing failure, and focusing on continuous learning.
3) Challenges included cultural shifts, performance management, and ensuring business value. These were addressed through experiments, team commitments, alignment
David anderson kanban when is it not appropriateAGILEMinds
Kanban is an approach for managing work based on limiting work-in-progress to balance demand with available capacity. It is appropriate when a process suffers from overburdening or uneven flow due to factors like variability in skills, information delays, or capacity constraints. Kanban uses visualizing workflows, limiting WIP, managing flow, explicit process policies, and continuous improvement to evolve processes incrementally. While initially focused on software development, Kanban can be applied across domains as an overlay to control variability and eliminate overburdening in simple, complicated, and complex work.
Scalability is currently a big topic in the agile world. Most agile methods and practices often reach their limits when one wants to “agilize" more than a few teams, let alone one wants to achieve real agile collaboration of several hundert people.
The main problem is that many agile methods focus on the team. Kanban follows a completely different path - Kanban is not a team method! Kanban is a management method which focuses on generating value. "Manage work and not workers" is one of the key messages of the Lean Kanban management philosophy. Therefore, scalability is not a real topic within Kanban: if you focus on value generation of work, scaling Kanban simple means doing more Kanban - it’s inherent scalable.
In this session I show how one could use Kanban at scale. Besides the general schematic explanation I will also show a case study where Kanban is used to coordinate work of more than 200 people.
This document discusses the state of agile adoption based on a survey of over 6,000 respondents. It finds that while agile adoption is increasing to meet business demands, organizations are not fully unlocking its benefits due to uneven implementation and remaining waterfall processes. Barriers to adoption include perceived threats to processes and resistance to change. The document advocates an incremental approach to change through visualization and limiting work in progress to drive improvements.
The power to Say NO - Using Scrum in a BAU TeamMia Horrigan
Using Scrum to empower your team during BAU (business as usual) development and maintenance. presentation at the #LAST Conference Melbourne 27 Jul 2012
#LAST (Lean, Agile, Systems Thinking)
Growing pains scaling agile in service delivery LAST Conf 2014Mia Horrigan
The team I was working with had a “great problem” – more work than we could deliver. However this success brought mixed blessings as the strain of growing so quickly was starting to show. We had a backlog of work, process issues, resourcing and quality issues and a lot of knowledge residing with one or two of the original start-up team who were now single points of failure.
The innovative, "can do" attitude of the start-up company was still there but we were having growing pains. We knew that what we were experiencing in our market (Australia) would eventually be seen in our USA market if we didn’t find a solution to our growing pains.
We looked to Lean and Agile as a multidisciplinary approach to achieving an effective product strategy, development and delivery capability that could be scaled to the whole organization.
- The document describes how a large organization with 15 software teams scaled agile practices to manage interdependent projects across teams.
- Key practices included all-at-once planning to coordinate work and dependencies, classes of service to prioritize work for shared resources like operations, and daily stand-ups focused on deliverables rather than individual team work.
- Teams adopted continuous delivery practices and metrics to guide planning and reduce cycle times, while releases remained iterative to accommodate testing and changes near the end of iterations.
The document provides an overview of Kanban and how it can be used to improve processes and outcomes. Some key points:
- Kanban is a method to enable evolutionary change, help implement Agile at scale, and establish a culture of ongoing improvement.
- It is based on Lean principles like limiting work-in-progress to improve flow and pull-based systems to pace work based on demand rather than estimates.
- A Kanban board is used to visualize work with limits on work-in-progress for each stage to highlight bottlenecks and encourage swarming to flow of work.
- Metrics like lead time, wait time and blocks are measured to manage flow and continue improving the process over time
Kanban - Evolutionary or Revolutionary?Mahesh Singh
Kanban is great for its "Evolutionary" nature as it minimizes resistance to change and makes it far more likely to succeed than other methods. However, it is also "Revolutionary" and must also be implemented for that reason!
Kanban introduces both evolutionary and revolutionary changes. It is evolutionary in that it does not mandate a new end-to-end process or change roles, but rather encourages continuous improvement of existing engineering processes. However, it is also revolutionary in encouraging transparency, empowering teams through work pull systems, and enabling organizational transformation through quantitative management and a culture of process experimentation. Kanban should be implemented both for its evolutionary benefits of process optimization as well as its revolutionary impacts on organizational culture.
Agile lean workshop for teams, managers & exec leadershipRavi Tadwalkar
This Agile-Lean workshop covers topics related to adopting Agile and Lean principles for teams, managers, and executive leadership. It discusses key concepts like Agile versus Lean, Scrum versus Kanban, roles and responsibilities in Agile, and metrics for measuring Agile and Lean performance. The workshop also provides examples and models to help participants understand concepts like daily stand-up meetings, team rooms, and leadership assessments to support the transition to Agile and Lean approaches.
The document discusses Agile and Kanban principles and practices. It defines Agile as focusing on early delivery of business value, continuous improvement, and flexibility. Kanban is introduced as a method for managing knowledge work using visual signals and limiting work in progress. The document outlines Kanban values like transparency and flow, principles like starting with the current process and incremental change, and practices like visualizing work, limiting WIP, and implementing feedback loops. It provides an example of how Kanban could be applied at an organization's support team.
Leanban: The Next Step in the Evolution of AgileLeanKit
I'll introduce you to Leanban, which uses Lean thinking as a guide to incorporate the best of Scrum and Kanban into Agile software development practices.
The document introduces the Kanban method for process and systems change. It describes Kanban as a way to organize workflow by prioritizing work and uncovering problems. Kanban involves four principles - start with the current process, pursue incremental changes, respect existing roles and responsibilities, and encourage leadership at all levels. It also involves five properties - visualize the workflow, limit work-in-progress, manage the flow of work, make policies explicit, and improve collaboratively. The overall goal of Kanban is continuous improvement of workflow through small, evolutionary changes agreed upon by consensus.
Pecha kucha format- how can devops be implemented with lean and agileRavi Tadwalkar
Title:
-------
Case Study: Lean Manufacturing plant level continuous improvement
How can DevOps be implemented with Lean and Agile?
Description:
-----------------
How can we leverage our knowledge of Lean Manufacturing and TPS (Toyota Production System) to implement Agile & DevOps in organizations?
My topic is about "how DevOps can be implemented with Lean and Agile", by implementing Enterprise Kanban system that has this value stream:
“Portfolio Kanban (upstream “Epics”) -> Scrum / ScrumBan / Kanban “In the middle” -> Release Engineering Kanban(Downstream “Deployable Artifacts”),
Presentation History:
Agile2016, PechaKuchaLightening Talk on July 27, 2016
Reference:
---------------
Slides 21-27 in my preso:
http://www.slideshare.net/RaviTadwalkar/devops-approach-point-of-view-by-ravi-tadwalkar
The document provides an overview of the Kanban Coaching Professional (KCP) Masterclass taught by LKU (David Anderson) from April 28 - May 2, 2014 and the Lean Kanban North America (LKNA) 2014 conference from May 5-8. It discusses topics from the KCP including the Kanban method overview, core practices, advanced topics, and a case study on capacity allocation. Photos and experiences from LKNA 2014 are also included along with recommended reading and references on Kanban.
LKIN2019: Lean transformation journey of infra briefing for business agility...Ravi Tadwalkar
This document outlines a plan to implement a continuous improvement and innovation model for business agility. It involves leveraging design thinking, lean change canvases, lean and Kanban methods. The plan maps the model to strategic imperatives and team activities over 10 weeks. Key activities include establishing the continuous improvement model, prioritizing value streams, creating a Kanban board to manage experiments, developing value stream maps, and sustaining the model through skills development and innovation teams. The overall goal is to help the organization sense changes and respond accordingly to deliver value to customers.
This document provides an introduction to Kanban, an agile methodology that focuses on visualizing and limiting work-in-progress to continuously improve workflow. It defines Kanban and how it was inspired by lean manufacturing practices. The core practices of Kanban are outlined, including defining and visualizing the workflow, limiting work-in-progress, measuring and managing flow, making process policies explicit, and using models to suggest improvement. An example Kanban board is demonstrated. Finally, the document discusses how to build a Kanban process by defining queues and work items, setting work-in-progress limits, establishing delivery cadence, and continually improving the process through Kaizen.
Kanban is the simplest approach which is currently used in software development. Since Kanban prescribes close to nothing there are often a lot of basic questions about the method.
The presentation depicts what Kanban is generally using Scrum as a reference point. Then it presents a series of situations to answer basic questions about working with Kanban
Agile is fantastic. Most of companies nowadays recognise that agile is not something that should to have, but is a thing that must to have. Many organisation tries to perform agile transformation. However, the question is what I should start from. In this presentation, I would like to share my own experience on what were first steps that I tried to do agile transformation at my team.
The document discusses challenges with enterprise agile transformations and proposes solutions. It notes that while having agile teams is good, true enterprise agility requires alignment across the organization. Focusing only on teams can cause problems if other areas are not adapted. True agile practices require changes at all levels from teams to portfolio. The solution involves establishing the right competencies at each level, adapting practices for scale and cadence, and addressing organizational structure, processes, and culture changes together.
Agile Gurugram 2019 Conference | Agile Culture for High Performance | Abhigya...AgileNetwork
1) Abhigya Pokharel is an Agile Project Manager at Ncell telecom in Nepal who led the company's transformation to Agile. Under the new Agile approach, Ncell launched 10 products in a year compared to only 4 in 18 months previously. Employee and customer satisfaction scores increased.
2) The transformation required a holistic approach that changed the company's values, processes, functions, teams, and leadership. This included empowering self-organized teams, adopting Agile ceremonies, using visualization tools, embracing failure, and focusing on continuous learning.
3) Challenges included cultural shifts, performance management, and ensuring business value. These were addressed through experiments, team commitments, alignment
David anderson kanban when is it not appropriateAGILEMinds
Kanban is an approach for managing work based on limiting work-in-progress to balance demand with available capacity. It is appropriate when a process suffers from overburdening or uneven flow due to factors like variability in skills, information delays, or capacity constraints. Kanban uses visualizing workflows, limiting WIP, managing flow, explicit process policies, and continuous improvement to evolve processes incrementally. While initially focused on software development, Kanban can be applied across domains as an overlay to control variability and eliminate overburdening in simple, complicated, and complex work.
Scalability is currently a big topic in the agile world. Most agile methods and practices often reach their limits when one wants to “agilize" more than a few teams, let alone one wants to achieve real agile collaboration of several hundert people.
The main problem is that many agile methods focus on the team. Kanban follows a completely different path - Kanban is not a team method! Kanban is a management method which focuses on generating value. "Manage work and not workers" is one of the key messages of the Lean Kanban management philosophy. Therefore, scalability is not a real topic within Kanban: if you focus on value generation of work, scaling Kanban simple means doing more Kanban - it’s inherent scalable.
In this session I show how one could use Kanban at scale. Besides the general schematic explanation I will also show a case study where Kanban is used to coordinate work of more than 200 people.
This document discusses the state of agile adoption based on a survey of over 6,000 respondents. It finds that while agile adoption is increasing to meet business demands, organizations are not fully unlocking its benefits due to uneven implementation and remaining waterfall processes. Barriers to adoption include perceived threats to processes and resistance to change. The document advocates an incremental approach to change through visualization and limiting work in progress to drive improvements.
The power to Say NO - Using Scrum in a BAU TeamMia Horrigan
Using Scrum to empower your team during BAU (business as usual) development and maintenance. presentation at the #LAST Conference Melbourne 27 Jul 2012
#LAST (Lean, Agile, Systems Thinking)
Growing pains scaling agile in service delivery LAST Conf 2014Mia Horrigan
The team I was working with had a “great problem” – more work than we could deliver. However this success brought mixed blessings as the strain of growing so quickly was starting to show. We had a backlog of work, process issues, resourcing and quality issues and a lot of knowledge residing with one or two of the original start-up team who were now single points of failure.
The innovative, "can do" attitude of the start-up company was still there but we were having growing pains. We knew that what we were experiencing in our market (Australia) would eventually be seen in our USA market if we didn’t find a solution to our growing pains.
We looked to Lean and Agile as a multidisciplinary approach to achieving an effective product strategy, development and delivery capability that could be scaled to the whole organization.
- The document describes how a large organization with 15 software teams scaled agile practices to manage interdependent projects across teams.
- Key practices included all-at-once planning to coordinate work and dependencies, classes of service to prioritize work for shared resources like operations, and daily stand-ups focused on deliverables rather than individual team work.
- Teams adopted continuous delivery practices and metrics to guide planning and reduce cycle times, while releases remained iterative to accommodate testing and changes near the end of iterations.
The document provides an overview of Kanban and how it can be used to improve processes and outcomes. Some key points:
- Kanban is a method to enable evolutionary change, help implement Agile at scale, and establish a culture of ongoing improvement.
- It is based on Lean principles like limiting work-in-progress to improve flow and pull-based systems to pace work based on demand rather than estimates.
- A Kanban board is used to visualize work with limits on work-in-progress for each stage to highlight bottlenecks and encourage swarming to flow of work.
- Metrics like lead time, wait time and blocks are measured to manage flow and continue improving the process over time
Kanban - Evolutionary or Revolutionary?Mahesh Singh
Kanban is great for its "Evolutionary" nature as it minimizes resistance to change and makes it far more likely to succeed than other methods. However, it is also "Revolutionary" and must also be implemented for that reason!
Kanban introduces both evolutionary and revolutionary changes. It is evolutionary in that it does not mandate a new end-to-end process or change roles, but rather encourages continuous improvement of existing engineering processes. However, it is also revolutionary in encouraging transparency, empowering teams through work pull systems, and enabling organizational transformation through quantitative management and a culture of process experimentation. Kanban should be implemented both for its evolutionary benefits of process optimization as well as its revolutionary impacts on organizational culture.
Kanban is a change management method focused on incremental and evolutionary change. It involves visualizing workflows using a card wall to make policies and processes explicit and set work-in-progress limits to measure and manage flow. The goals are to focus on continuous improvement, increase transparency, and identify waste through visualization and management of workflows.
The document discusses agile methodologies for SAP projects as an alternative to traditional waterfall models. It describes the challenges of waterfall approaches, including difficulties estimating budgets, requirements changes late in the project, and inability to adapt to changes. The document then summarizes the Scrum and Kanban agile methodologies. Scrum uses short iterative sprints to incrementally develop functionality. Kanban uses a pull-based system with visual boards and limits on work-in-progress to manage flow and identify bottlenecks. Both aim to deliver value earlier, adapt to changes, and improve throughput and lead times over traditional waterfall approaches.
Kanban explained David Anderson LAS 2011-zurichWalter Schärer
Kanban is a technique that was elaborated in the manufacturing industry for years. But it also works nicely for knowledge work such as project development. Especially evolutionary change management in IT organizations lends itself perfectly to the Kanban field.
David J. Anderson speaking about Kanban at the LAS Conference 2011 in Zurich.
Read the summary on my blog at http://t.co/Mr7Be9T
Kanplexity - a jumping-off point for Cynefin using KanbanOrderly Disruption
John Coleman is a top agile leader who coaches various agile frameworks including Kanban, Scrum, and LeSS. He created Kanplexity and Xagility to help teams and organizations deal with complexity. Kanplexity advocates defining workflows, focusing on flow metrics, having a guide to facilitate discovery and decision making using the Cynefin framework, and establishing a direction of travel rather than fixed goals. It promotes flexibility, rhythm, expanding optimization upstream and downstream, and minding the flow of value.
This document discusses Kanban, an Agile technique used in software development to limit work-in-progress (WIP) for optimal output. It begins by explaining the origins and principles of Kanban in manufacturing and how it has been adapted for software development. The key principles of Kanban are then summarized, including visualizing workflow, limiting WIP, and improving collaboratively. Examples of how Kanban can be implemented in software development and HR recruitment are provided. The document compares Kanban to Scrum and discusses where each approach is best suited. It concludes by outlining situations where Kanban may not be the most effective framework.
Scaling Scrum using Lean/Kanban in AmdocsYuval Yeret
Learn how Amdocs and Agilesparks took an enterprise Scrum implementation to the next step with Lean/Kanban - Presented in the Lean Software and Systems Conference 2010 in Atlanta
1) The guide contains the minimum set of rules for Kanban - the Flow Strategy (KFS) to provide a unifying reference for the community while accommodating a wide range of challenges.
2) Followers can layer additional practices on top of the basic structure provided they adhere to the minimum requirements.
3) To apply Kanban, teams must actively manage work in progress, use workflow policies to support flow, avoid local optimization, and have transparency, visualization, learning, and flow to optimize value.
"How we switched to Kanban and how it integrates with product planning", Vady...Fwdays
The practical application of the Kanban development approach, its features at Uklon, and the reason we call it Kanplan. This topic will cover the following questions: - Philosophy of Kanban
How we got to Kanban methodology; - What key metrics we use; - Why Kanban is not just about support, but also about active development; - Where to start setting up and what to monitor at the start; - Our practice of building the product plan and how it is connected to Kanplan
Name Date Activity To Cite or not to CiteSelect the follow.docxroushhsiu
Name: Date:
Activity: To Cite or not to Cite
Select the following passages from Xie and Zhang (2017) that require a citation.
1. A recent study has demonstrated higher VSTM capacity in participants with faster consolidation than participants with slower consolidation.
2. Is it thus possible that the previously reported effects of LTM on VSTM capacity could stem from effects of LTM on VSTM consolidation speed?
3. The present findings are consistent with the consolidation speed effects and capacity effects previously reported in different studies.
4. More importantly, the present study has taken a step further and demonstrated the empirical and theoretical relationships between the consolidation speed effect and the capacity effect.
Select the following passages from Baum (2010) that require a citation.
5. Some studies using a related procedure outside the purview of this article, oncurrent-chain schedules, changed the schedules every day and measured rapid changes in preference both across and within sessions.
6. In two earlier papers, I argued that all behavior is choice, because every situation permits more than one activity.
7. If such small-scale regularities exist, then matching might be derivable from them, but those small-scale regularities might not be derivable from the matching relation.
8. Thus, applied problems may require intervention on a relatively long time scale as a practical matter, and interventions on a small time scale might actually prove less effective.
Unit 12 Assignment.docx
by Veera Malla Reddy
Submission date: 30-Jul-2019 09:20PM (UTC-0400)
Submission ID: 1156358278
File name: 16642_Veera_Malla_Reddy_Unit_12_Assignment_446670_916893285.docx (23.26K)
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STUDENT PAPERS
1 86%
Exclude quotes Off
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Unit 12 Assignment.docx
ORIGINALITY REPORT
PRIMARY SOURCES
Submitted to Harrisburg University of Science
and Technology
Student Paper
Unit 12 Assignment.docxby Veera Malla ReddyUnit 12 Assignment.docxORIGINALITY REPORTPRIMARY SOURCES
1. What was the transformation that took place at Valpak?
The transformation at Valpak was done in an effort to revamp the company’s business structure to compete with the ever-growing technology market. The company wanted to completely reorganize and transform their organization using Scrum/Kanban agile methodologies. Prior to implementing agile, Valpak utilized the traditional waterfall management approach. They noticed that with this approach they were having issues with IT alignment, missed deadline and a lot of unplanned work.
After various meetings with supervisors to discuss concerns and issues, they decided to try Agile. However, the first attempt at this was not successful partly because it was difficult to get everyone on the same page. This did not deter them and they tried again with a second successfu ...
HanoiScrum: Agile co-exists with WaterfallVu Hung Nguyen
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Kanban is a lean methodology for managing workflow. It uses visual signals like cards to limit work-in-progress and optimize flow. Software teams can implement Kanban virtually with boards and cards to visualize work, standardize workflows, and identify blockers. Key benefits include planning flexibility, shortened cycle times from overlapping skills, fewer bottlenecks from limiting work-in-progress, and support for continuous delivery of value. Teams use metrics like control charts and cumulative flow diagrams to continually improve efficiency.
Moving to Kanban
Tomas Sakalauskas discusses moving to a Kanban methodology for software development. Some key points:
1. Kanban has a minimal entry barrier and allows for flexible resource planning and work without strict time-boxing. It focuses on optimizing the entire value stream.
2. When starting Kanban, focus on visualizing your current workflow and limiting work-in-progress to reduce multitasking. Measure flow over time to identify bottlenecks and continuously improve.
3. Make your process policies like workflow states and work-in-progress limits explicit so the team understands how work actually flows.
4. Emphasize improving collaboratively through consensus rather than
This document provides an overview of Kanban and how it can be implemented. It discusses:
- The benefits of Kanban include increased visibility of work flows, the ability to manage work through limiting work-in-progress and establishing policies, and supporting greater agility and people-centeredness.
- Kanban can be introduced gradually without replacing an existing process and should involve collaborative improvement. Processes like STATIK can guide implementation and maturity models can be used over time.
- Some risks include processes becoming too flexible or overloaded, rules not being followed consistently, and lack of commitment if deadlines are not made explicit. Starting simply and evolving the system through reflection is advised.
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This document provides an overview of Kanban, an agile project management methodology. It discusses the main benefits of Kanban, which include shorter cycle times, responsiveness to change, and reducing waste. The document outlines some of the core properties of Kanban, such as visualizing workflow, limiting work in progress, and managing flow. Examples of Kanban boards are also provided. Common myths about Kanban are debunked. The document concludes by discussing options for Kanban board software.
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Agile & Lean & Kanban in the Real World - A Case StudyRussell Pannone
The document discusses Lean, Agile, and Kanban principles and methods. It provides an overview of Lean Agile approaches, the Kanban method, and a case study of an infrastructure team at a footwear company applying hybrid Lean Agile and Kanban principles. The team was previously using Scrum but found it did not fit their reactive, event-driven work. They decided to experiment with Kanban to better fit their work style and provide more visibility into tasks. The goal was to see if work-in-progress limits and measuring cycle time would help improve their effectiveness.
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The document discusses implementing Kanban within Shared Services in the Scaled Agile Framework (SAFe). It describes Shared Services as specialty roles and components that cannot be dedicated full-time to individual Agile Release Trains. Kanban helps provide visibility into work priorities and dependencies between teams. Key aspects of the Kanban implementation include limiting work-in-progress, defining roles and responsibilities clearly, and using metrics to continuously improve performance. Benefits realized include increased efficiency, faster delivery of features to business, and improved ability to forecast.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
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3. Blah Blah Blah … Kanbanis an approach to managing workflow and organizational improvement that holds great promise for Voxeo, but is not yet widely used or understood by Voxeons. Kanbanprovides a simple method for visualizing, measuring and optimizing the flow of work within an organization. Its principles can be applied in almost any context, from your personal or team to-do list to the organizational product pipeline. This presentation will outline how to get started with Kanban, describe how Kanban is already being used at Voxeo, and encourage discussion of where else we might like to try using Kanban to make Voxeo a better place to work.
28. Agile Manifesto Individuals & interactions Working software Customer collaboration Responding to change Processes and tools Comprehensive documentation Contract negotiation Following a plan These preferred over but not instead of these
29.
30.
31.
32. Scrum is Hard to Do Well Adoption is widespread – Agile and Scrum are now mainstream May be embraced as a pendulum swing or reaction to traditional PM Requires a level of continuous discipline that many organizations find difficult to sustain Sometimes becomes a cover for ad-hoc processes, de-emphasizing discipline, focus, quality, engineering best practice Can require many, many (many) meetings (particularly at scale)
77. To Learn More http://www.personalkanban.com http://agilemanagement.net/ http://www.limitedwipsociety.org/ http://refcardz.dzone.com/refcardz/getting-started-kanban
Editor's Notes
This talk is designed to communicate the basic spirit (or underlying principles) of the Kanban approach to managing workflow within an organization……so why is there a picture of Nelson Mandela (or is it William Shatner, or <your name here>)? Bear with me….DISCLAIMER: I have freely pillaged the internet in search of appropriate artwork and in my research about Kanban – this material is presented with thanks and apologies for those with true creativity. Please don’t sue me – contact me directly and I will be glad to acknowledge or pull down your content as necessary.
Some of you are here today with no idea what Kanban means – this talk is perfect for you (and not so much for aficionados or anyone already familiar with Kanban or Lean, or Project Management for that matter).
No-one will actually read this, so…let me try this a different way…
Kanbankinda falls under the heading of Project Management, but not in any traditional sense…
Kanban really addresses the broader subject of understanding and improving the way we work together – the systems, processes, people and tools that make things happen – the way that work items flow through those systems - and dealing with the complexity inherent in doing so
In many ways, Kanban takes traditional thinking about time management and project management and turns it on its head…
So get ready!
SoKanban is a shiny new paradigm – a new way of thinking about how we work….but on the other hand, it might seem familiar….
Does anyone remember seeing these? The Voxeo Leadership Team has been pounding on these as priorities for 2011 – and as we’ll see, they tie in quite nicely with theKanbanapproach…
But let’s start by thinking about the evolution of project management – Kanban did not emerge from a vacuum, but can be understood as a progression in our thinking about how to work together in the age of information…
NOT that each new approach is necessarily better than the last – each has their place and should not be thought of as a panacea or silver bullet
In the beginning, the project was a shapeless void – people pretty much did what seemed like it most needed attention, for whatever reason…
…but this quickly gets hectic and unmanageable; more than a few tasks, or more than a handful of people and chaos inevitably ensues.
So naturally, we decide that it is time to get organized…
And this often takes the form of a punch-list
A punch list is a simple way of ordering and sharing the list of stuff that needs to get done; but still, it quickly becomes apparent that we need to assign tasks to people, understand the timeline and establish dependencies between tasks…
This brings us to the more traditional planned project that we are used to in the world of software development…
Look – a checklist with a timeline, resources, dependencies and constraints! It’s called a Gantt chart.
Pretty soon we notice a pattern in our project plans, and define standards for the phases that projects should go through – these are established as our project management process…
This is all great, but as we do this more and more, we realize something important: the earlier we plan, the less accurate our plan is (even when sophisticated estimation models and historical data are used, which often they are not) – so when we define a nice project plan up front, we get the least accurate plans. This is called the Cone of Uncertainty (and it is actually worse, more random than depicted here). This is particularly acute in knowledge-based projects such as software development, and is the fundamental challenge that gives rise to the ubiquitous death march projects so familiar in the world of IT. When things don’t work out as planned – and they never do – what happens?
The other thing that was realized a long time ago, is that projects do not follow a nice linear one-pass path from inception to production – in reality, we iterate through a series of activities and releases to get to the desired end-point (this diagram is from a paper by Barry Boehm in 1981)
For this reason, all the standard Project Management standards embrace this concept of iteration: PMI, RUP, MSF, Prince2, etc…
But there is a another problem: projects do not exist in a vacuum. Organizations must juggle a large number of projects, decide on their relative priority, how to allocate resources to them, track how much they cost and keep them aligned with business strategy. This can quickly get complicated…
And we end up with increasingly complicated projects and processes that attempt to take all this into account. The trouble is, almost no-one can keep all this in their head - projects and organizations become bloated – people follow rules and stop using their brains – and it is just no fun.
Dilbert captures the consequences nicely…
And how about this - have you ever felt like Zombie PMs and their endless meetings are robbing you of your Joie de Vivre?
This was the context for the emergence of the agile approach to software or product development
In 2006, some well-known figures in the word of software outlined a new way of thinking about projects…Ref: http://http://agilemanifesto.org/
A number of different approaches emerged from this thinking – perhaps the most famous is Scrum
Scrum provides a simple system for iteratively delivering software in the context of fluid requirements through a series of sprints…
And can be integrated into a broader, iterative agile planning framework
The trouble is – well, read this slide :-) So this brings us to…
Ta-da!
Enter the Kanban Ninja! Kanban presents a (ninja-like) shift in the way we think about managing workflow...
Kanban asks us to think differently about organizing our work – and (typically) eliminates the (first order) concept of a timeline or timebox, Huh?
But what does it all mean? Let’s start with the basics…
These are the core principles of Kanban – now we’ll seewhat they look like in practice using a very simple example
Here is a typical Kanban visualization of the work going in a particular system (an individual, team or project); tasks are represented by cards in columns that indicate the basic sequence of activities that must take place for a task to be considered complete. In this case, you have a list of items that are waiting to happen, some stuff that is actively in progress, then a stack of items that are done. The idea is that work visibly flows from left to right, representing the flow of value that is being delivered. For this reason, this visualization of the work flow is sometimes given a more fancy name – the value stream.
These task lists are typically prioritized – and the workflow is usually a little more involved. However the idea is to start simple and then adapt and extend based on experience using the simple system – as we’ll see in the following slides.
Once the workflow is made evident in this way, it usually becomes apparent that only a certain number of tasks can be accommodated (in each category, for each individual, and within the whole system). For this reason, and to encourage focus and dynamic flow (therefore productivity), limits are defined for the number of work items in the system (as represented here in red). These are referred to as WIP Limits (WIP: Work In Progress).
This affects the flow of work since you are not allowed to start new work that exceeds the WIP limits.
The whole (somewhat counter-intuitive) idea of limiting WIP is to INCREASE productivity and focus – if it does not, then consider adjusting WIP limits or refining the value stream (but then again, perhaps you are already perfect?)
So now our system is nicely balanced – there are one or two items waiting for attention and we are productively working on a full complement of in-progress tasks. Let’s talk about how we might optimize this flow using the second principle…
…measure and manage flow
We complete an item that we were working on and it moves to the DONE column – leaving an open slot in the IN-PROGRESS column within our defined WIP limit
So we start working on the highest priority item that was in the BACKLOG
Of course, there is still room to add items to the backlog
So, let’s do that….
Until we have a full complement of items ready to go. Note: In this case, an item’s presence in the backlog indicates that it is defined to the point of being actionable – the WIP limit reflects the fact that definition work might be required, but also that it is not useful (confusing, distracting) to have too many items queued up. A longer list of lower priority and not as well defined items might exist elsewhere. There are different ways to model this, but let’s go with that for now…
So what happens when we complete an item and move it to the DONE column?
Now we can move an item from the BACKLOG to IN-PROGRESS
…and repopulate the BACKLOG column
That gives you a sense of what it looks like to model the full flow, from the point at which an item is added to the backlog until it is done. This is referred to as the CYCLE TIME – and this the fundamental metric used to understand the performance of a system (and predict work completion). In addition to measuring and limiting WIP, the other metric you may hear mentioned is LEAD TIME. For now, we’ll keep it simple and go with CYCLE TIME as the metric that it makes sense to optimize…
Which brings us to our fourth and final core principle: OPTIMIZE CYCLE TIME.
Imagine this:We realize that tasks that are IN PROGRESS fall into two basic categories – stuff that is being coded and stuff that is being tested. Our sense is also that there are folks on the team who could be productively testing even though our complement of coding tasks is full. We adjust the board to reflect this explicitly and increase the overall number of items based on this new division of labor. Now, in addition to three tasks that are being coded, we have room for a couple of tasks that are being tested.This legitimately increases the amount of work that can be active within the system, hopefully without affecting focus. This already holds the promise of improving cycle time, since it may allow more work to flow through the system. We won’t know until we try it and measure the results – but let’s see what often happens next…
A coding task is completed and ready for test. In our previous simpler model, IN PROGRESS items flowed directly to the DONE state, which has no WIP limit. In our refined model, we want to move the item from the CODE to TEST sub-category.
But wait! That would exceed the WIP limit for the TEST category – those folks are all busy testing previously coded items...Unfortunately, that in turn means that a new item cannot be pulled in from the backlog, since that would exceed the WIP limit for the CODE subcategory – and that seems wrong, since a coder is really available. The lingering complete item in the CODE column is artificially (and incorrectly) blocking the flow. Kanban is particularly good at identifying bottleneck by visualizing them on the board. Sometimes the bottlenecks reflect a problem with representation of the workflow; sometimes they reflect real problems with the actual workflow.
How do we resolve this? We could just increase the WIP limit in the CODE column (and the IN PROGRESS category) – but that doesn’t seem quite right, because there is a task that affecting the WIP limit that is not actually being worked on. So let’s try something different – we’ll need to create a little space….
… to make room for a test queue!
So this allows us to unblock the flow by moving an item to the test queue…
…and pull an item from the backlog to be coded. Yay!
This in turn frees up a spot on the backlog, so that another item can be prepared for action. A few notes on this simple example: the real idea is to accurately reflect (and resolve bottlenecks affecting) the real workflow (not just have fun with visualizations) ;-) resist the temptation to over-engineer the workflow – but most will evolve as bottlenecks and optimizations emerge turns out (not really by accident) that the concept of QUEUE-ing and the resultant PULL dynamic are key drivers of optimization (which is related to something called the Theory Of Constraints or TOC) – follow the references to learn more about this if you are curious about the theoretical underpinnings another closely related Kanban (or Lean) priority is to ELIMINATE WASTE – where WASTE is understood as a mismatch between available resources and available work; bottlenecks and queues are a key indicators of waste in the value stream Finally, a more complete Kanban board also includes explicit work rules (for instance, around when tasks are complete and ready for the next stage in the workflow), and provisions for dealing with interrupts (by allowing for differentiated Class Of Service, or tagging/arranging cards into horizontal swim-lanes - and – CRUCIALLY - visualizing the impact).
So much for the theoretical example – how mightyou use Kanban in your daily work?
A great place to start is a simple Kanban reflecting your personal work items – this can be created in a few minutes using a whiteboard and post-it notes.
A whiteboard approach can also be extended to the work of your team or project – this is a nice, annotated real-world example.
A number of popular tools provide direct support for Kanban-style visualization – Atlassian JIRA with GreenHopper is probably the dominant example of a general purpose tool of this kind.
Okay Mister Kanban – if Kanban is so great - show me how we are or could be using Kanban here at Voxeo!
As we mentioned at the outset – and I hope is obvious by now - Kanban aligns very well with our stated priorities for execution: FOCUS: Limit WIPEXECUTE: Visualize Work Flow (and get work moving from BACKLOG to DONE) MEASURE: Measure and Manage Flow ITERATE: Optimize Cycle Time
Here are three quick examples…
Individuals can and do use Kanban to optimize their personal workflow – start out with simple paper/whiteboard approach or use a free online tool like: http://www.personalkanban.com
The Voxeo Engineering team has defined its Software Development Life Cycle (SDLC) with Kanban (and Scrum) in mind – check it out on the Wiki at http://evolution.voxeo.com/wiki/corp:engsdlc
Product Delivery is using a tool called LeanKitKanban to model the delivery team goals – feel free to request access (read-access is free).
That seems like enough for a first dose: Any questions?
Remember: Kanban is about enhancing the flow of work through a system…
…and improving focus and execution – so STOP STARTING and START FINISHING – and enjoy using Kanban!
http://www.personalkanban.comApplying Kanban to your personal task listhttp://www.agilemanagement.net/ David Anderson website addressing Kanban and Agile Managementhttp://www.limitedwipsociety.org/Kanban Community Websitehttp://refcardz.dzone.com/refcardz/getting-started-kanban Handy-dandy detailed summary of Kanban for Software Development