Quotes About Kanban

if there is no explicit limit to work-in-progress and no signaling to pull new work through the system, it is not a kanban system.

David, we have been around your building and we've seven kanban boards. Each one is different! Each team is following a different process! How can you possibly cope with this complexity?' My answer was always a dismissive 'of course! Each team's situation is different.

The essence of starting with Kanban is to change as little as possible. You must resist the temptation to change workflow, job titles, roles and responsibilities, and specific working practices.

Kanban system directs each work center when and what to produce but, more importantly, it directs when not to produce. No card—no production.

A significant benefit of this is that when production incidents are shown in the same work systems as development work, it will be obvious when ongoing incidents should halt other work, especially when we have a kanban board.

Kanban boards are an ideal tool to create visibility, and visibility is a key component in properly recognizing and integrating Ops work into all the relevant value streams. When we do this well, we achieve market-oriented outcomes, regardless of how we've drawn our organization charts.

Personal Kanban: Mapping Work | Navigating Life by Jim Benson and Tonianne DeMaria Barry. This

David J. Anderson's book Kanban: Successful Evolutionary Change for Your Technology Business; it's

The QMO, worked closely with the PMO throughout the Kanban transformation, but we never tried to change them. Our stance was to help them understand what was different about how projects were governed with the new Agile practices so they could decide what to change.

Kanban, while Japanese, is less metaphorical than Drum-Buffer-Rope.

Decide the outer boundaries of the kanban system. It is often best to limit this to the immediate span of political control. Do not force visualization, transparency, and WIP limits on any department that does not volunteer to collaborate.

Kanban is not a software development lifecycle methodology or an approach to project management. It requires that some process is already in place so that Kanban can be applied to incrementally change the underlying process.

Kanban must not be thought of as a software development lifecycle process or a project-management process. Kanban is a change-management technique that requires making alterations to an existing process: changes such as adding work-in-progress limits to it. Work