Isn’t Kanban just about outputs? Isn’t Kanban missing a trick with value and organizational capability? First of all, I want to give you a little bit of context because there’s a wonderful framework called evidence-based management from scrum.org and it has two aspects. The first aspect I won’t go into so much today is
Scrum with Kanban helps people discover and deliver outcomes faster, whether related to the customer, organization or reducing risk. Adding Lean UX techniques to Scrum with Kanban allows teams to discover and address unmet customer needs, reduce stress, and cope with unpredictability.
Teams incorporating Scrum with Kanban already have a significant advantage regarding delivering value on a regular cadence. The signaling systems built into Scrum with Kanban make where work is getting stuck visible, giving Scrum Teams an opportunity and clear direction for improving the system in which they operate.
Kanban is a strategyfor optimizing the flow of value through a process that uses a visual, pull-based system. It’s suited to complex problems because it helps deal with uncertainty, a central feature of complex professional knowledge work. Let’s explore the Kanban practices and its other aspects and how they apply.
Complexity often requires collaboration, not necessarily between teams, but between groups, crews, or individuals. Scrum already helps teams deal with complexity, so what does Kanban bring to the mix?
Scrum with Kanban includes a definition of workflow, four practices, and four measures. The first practice is visualization of the workflow. The visualization of that workflow is essentially the Kanban board...