Kanban Articles

Kanban Articles

Enjoy some of the best Kanban articles…

Article 1 – Tameflow : The Real Kanban by Steve Tendon

The Real Kanban by Steve Tendon is what the Kanban method would look like today if more scientific content from Eli Goldratt would have been included originally by the pioneers. Fortunately, the Real Kanban provides new insights on how to 1) optimize for throughput 2) spot common cause variation 3) distinguish between a bottleneck in the workflow and a constraint in the work process 4) benefits from new tools in visual Portfolio management and staff liquidity and much more.  

Article 2 – How to Mitigate Risk at the Project Portfolio Level

When managing a large portfolio of projects, sometimes, you might need to allocate people and resources in order to mitigate risk, act on relative criticalities and optimize your capacity to its fullest extent. When having to optimize capacity according to the risk of failing to finish a project on time, it was all HIPPO (highest paid person in the room) decision making, despite the 300 slides; where each manager was making their case and begging for people and resources.

Article 3 – How to Turn a Kanban Board Into Drum Buffer Rope Board

Today’s publication on Drum Buffer Rope (DBR) Kanban boards is a first. A first like ‘world premiere’ first. A few weeks ago, I made my first DBR Kanban boards for academic purposes. The experience was quite enlightening and when I discussed it with Steve Tendon, creator of TameFlow Kanban, we were pleased with the result. I pointed out that we had gone through a quantum leap: getting to the end result without covering the space between a traditional Kanban board and a DBR Kanban board.

Article 4 -Kanban Improved via Theory of Constraints by Steve Tendon

At the Lean Kanban Netherlands 2012 conference I gave a talk entitled Enhanced Risk Management in Kanban via the Theory of Constraints, proposing how one can combine Kanban with the Theory of Constraints. In this post I will describe how I do this.  

Article 5 -Dependencies Break Agile

I’ve been running around lately telling people that the presence of dependencies break Agile. Just for the record, I want to explain what I mean when I talk about dependencies. Agile in general, Scrum specifically, is predicated on the idea that the team has everything it needs to deliver an increment of value.

Article 6 – Lean Business and the Value of Flow

In today’s information overloaded world, we all need to make numerous decisions in the course of our day. Speed of decision making is often a critical element. One shortcut we take, whether it happens deliberately or not, is the usage of Mental Models.

Article 7 – Lean Business and the Value of Flow

As more and more work is pushed into the system, the amount of multitasking increases exponentially. Any work that is started is put aside in order to serve some other urgent request; then that work is resumed; then it is put aside again; then resumed; and so on, and so forth. The pattern repeats over and over again; and for all and any kind of work.

Article 8 -Theory of Constraints and Software Engineering

In this post we will introduce the Theory of Constraints (TOC) and start looking at how it can be applied to software engineering management. TOC is most well known for its so called “Five Focusing Steps”, and often that process is referred to when trying to identify and deal with bottlenecks in Kanban for Software.

Article 9 –GUEST POST: Customer Kanban – fromcustomer push to customer pull

According to the English dictionary, flow is the action, or fact, of moving along in a steady, continuous stream. In business terms, flow is when value is created for the customer through meaningful work. Explicit in this definition of flow is that both the customer, that has a need or demand, as well as the workers, that fulfill the need or demand, are important.

Article 10 – Bottleneck in the Work Flow vs. Constraint in the Work Process

One of the practices used in TameFlow Kanban is that of identifying the constraint in the work process, by looking for the work state that takes the largest average flow time. In the Kanban Method bottlenecks are typically identified by looking for queues and/or starvation. The work state in front of one that is being starved, could be a bottleneck.

Article 11 – Critical Chain Project Management in the Theory of Constraints

In this post I will cover schedule management. The other components will be covered in future posts. An overview of these components of TOC is illustrated in the following mind map, which will guide our exploration of these concepts. We will refer back to this illustration several times.

Article 12 – Buffer Management and Risk Management in the Theory of Constraints

This is the second post in a series in preparation for my presentation at the Lean Kanban Netherlands 2012 conference, about Enhanced Risk Management in Kanban via the Theory of Constraints, that I will deliver on October 26 in Utrecht.

Article 13 – Root Cause Analysis and People Factors in the Theory of Constraints

This is the third post in preparation for my presentation about Enhanced Risk Management in Kanban via the Theory of Constraints at the forthcoming Lean Kanban Netherlands 2012 conference, on October 25-26, 2012. The purpose of this series is to help understanding how the ideas of the Theory of Constraints can be applied in contemporary software processes, and in particular to the Kanban Method.

Article 14 – Risk Management in Kanban

In this post, we will focus on what has become a very popular approach as of lately: the Kanban Method (or just “Kanban” for short). Specifically we will look at how Kanban is equipped to deal with risk.We will find that Kanban is already excellently equipped to handle risks, and thus ensure final delivery of software development projects.

Article 15 – Virtues of Minimum Marketable Releases

What is noteworthy is that, while it is desirable to have all MMRs to be of approximately the same size to smooth out flow and enhance predictability, it is possible to handle differently sized MMRs. It is worth noting that Kanban does not have the operational restraint of setting limits on work item sizes. (Kanban does set WIP limits, the number of items in process; but not on the overall size of the work in process).

Article 16 -How to Draw Buffer Fever Charts

A fever chart (as originally used in CCPM) typically has a different signaling logic, and can even be drawn without the RGB zones. The signal is given by the Buffer Burn Rate (BBR), i.e. the percent of buffer consumed over the percent of completion,

Article 17
Reality Of Scrum

Tobias Mayer thinks the Lean folks in our community have been trashing scrum! While his criticism was aimed at Mary Poppendieck, others associated with Lean in software development, most notably Alan Shalloway and I have said things that the Scrum community dont like. So I think it worth expressing my point of view on this.