Please enable JavaScript.

Coggle requires JavaScript to display documents.

KANBAN (6 Core Practices (Manage Flow (the first 2 practices (highlighting…

- - - - can be very simple to very elaborate
      - Depending on the complexity of your process and your work-mix
    - - signify either different classes of service
      - could be simply the different type of work items
  - - - to complete work at hand first
      - before taking up new work
    - - simply observe the initial work in progress
      - define WIP limits for each stage of the workflow
  - - - highlighting
        
        the various stages of the workflow
        
        the status of work in each stage
      - observe either a smooth flow
        
        Depending
        
        how well the workflow is defined
        
        WIP Limits are set
        
        within
        
        WIP limits
        
        work piling up as something gets held up and starts to hold up capacity
    - - observing your work
        
        look at the intermediate wait stages (the intermediate Done stages)
        
        see how long work items stay in these “handoff stages”
      - resolving/ eliminating bottlenecks
        
        reducing the time spent in these wait stages is key to reducing Cycle Time
  - - - for all participants to understand how to do any type of work in the system
      - create a common basis
    - - at the board level, at a swim lane level and for each column
      - can be
        
        checklist of steps to be done for each work item-type
        
        entry-exit criteria for each column
        
        anything at all that helps team members manage the flow of work on the board well
        
        the definition of when a task is completed
        
        the description of individual lanes or columns
        
        who pulls when
  - - - review stages in your Kanban board workflow
      - metrics
      - reports
      - a range of visual cues
    - - the right work, the right product or service to the customer
      - in the shortest possible time
  - - - adopt small changes
      - improve gradually at a pace
      - size that your team can handle easily
- - - - cards should flow through the system as evenly as possible, without long waiting times or blockages
        
        improve
        
        measuring Flow metrics
  - - - finish work at hand
      - only then, take up the next piece of work.
  - - - NOT
        
        how a Software should be developed
        
        how Software projects should be planned and implemented
        
        a management framework such as Scrum
      - continually improve one’s own work process.
        
        can be applied to any process or methodology
        
        start improving your processes
        
        reduce cycle time
        
        improve your flow
    - - a method
        
        brings about agility in managing
        
        improving service delivery in a gradual, evolutionary manner.
      - provides
        
        important principles and techniques
        
        better managing Service Level Agreement (SLA) commitments
        
        delivering products to market just in time
        
        minimizing risk and cost of delay
        
        Using concepts such Class of Services, deferred commitment and 2-phase commit
        
        helps customers and delivery teams collaborate effectively
        
        helps ensure that the right things are getting worked on at the right time
    - - improve your processes for greater performance of your teams and organizations.
        
        enables all of the principles of the Agile Manifesto
        
        helps you deliver products and services that your market actually needs
      - gradually improve the delivery of your products and services
        
        eliminate bottlenecks in your system
        
        improve flow and reduce cycle time
        
        deliver more continuously
        
        get faster feedback to make any changes that may be needed by your customer
        
        more responsive
    - - natural fit in non-IT business processes
        
        enables all types of companies and business functions such as HR, Marketing, Sales, Procurement and so forth
        
        implementing Lean/ 6-Sigma initiatives for several years
        
        traditional project management contexts
        
        streamlining their operations
        
        eliminating waste
        
        dramatically improving throughput and quality