3. Kanban - A Management Model for Workflow Optimization

After exploring Scrum, one of the most commonly discussed frameworks in agile methodologies, it’s time to focus on Kanban. Unlike Scrum, Kanban isn’t necessarily a framework but rather a management model that helps visualize and optimize workflows. In this discussion, we’ll explore why Kanban is better suited as a management model and how it can be applied effectively in organizations.

What is Kanban?

The word Kanban comes from Japanese and translates to “visual card” or “visual board.” It is a method designed to visualize work and manage workflow by making tasks tangible. This visualization technique is not limited to software development but is commonly applied in industries like manufacturing, where visual indicators are often used to show the progress of operations on the shop floor.

Kanban was introduced in the world of knowledge work by David Anderson in his 2010 book, "Kanban: Successful Evolutionary Change for Your Technology Business." The model is inspired by the concept of Kaizen, which refers to incremental improvements rather than radical changes, suggesting a gradual evolution of processes rather than sweeping revolutions.

Key Principles of Kanban

  1. Start with what you do now:
    Kanban doesn’t demand drastic changes to your existing process. Instead, it encourages starting with your current workflow and making incremental improvements.

  2. Respect existing roles and responsibilities:
    Kanban emphasizes respecting current job roles and processes. Unlike some agile implementations that attempt to redefine roles and responsibilities overnight, Kanban works with the structure you already have.

  3. Implement evolutionary changes:
    Rather than overhauling your system, Kanban advocates for small, continuous improvements. These incremental changes help teams achieve consistency, rhythm, and discipline over time.

Core Properties of Kanban

  1. Visualize the workflow:
    A core element of Kanban is the visualization of tasks and processes. By creating a Kanban board (physical or digital), teams can track the progress of tasks through various stages of completion.

  2. Limit work in progress (WIP):
    One of the most critical properties of Kanban is limiting the number of tasks in progress. Overloading a team with too many tasks leads to inefficiency and burnout. By placing limits on the number of active tasks, Kanban ensures a focus on completing work before starting new tasks.

  3. Measure and manage the flow:
    Effective management requires metrics. By tracking key metrics like cycle time (how long it takes to complete a task) or throughput (how much work is completed over time), teams can identify bottlenecks and optimize their workflow.

  4. Make process policies explicit:
    Teams should make their working agreements and policies clear to everyone. This includes defining how tasks move through the workflow and how decisions are made about what gets prioritized.

  5. Implement feedback loops:
    Regular feedback is essential for continuous improvement. Kanban encourages frequent review and reflection on the workflow, ensuring teams stay aligned and can adapt quickly.

  6. Collaborative improvement:
    Involving team members in the process of improvement is essential. Collaboration helps ensure that changes are embraced and that everyone is invested in enhancing the workflow.

Upstream and Downstream Flow

Kanban differentiates between two types of workflows: upstream and downstream.

The upstream flow often has many more options, represented as a funnel, whereas the downstream flow involves selecting a specific direction and executing on it.

Kanban Cadences

Kanban employs a series of cadences, or regular cycles, to keep the workflow moving smoothly. These cadences are flexible and can be adapted to the needs of the organization:

  1. Strategy Review: A quarterly review to assess whether the current strategy is effective and identify large-scale issues that require resolution.

  2. Operational Review: Conducted monthly to evaluate how multiple teams are performing and ensure their efforts align with the organization’s business goals.

  3. Risk Review: A monthly discussion focused on identifying and managing dependencies between teams. Addressing these dependencies early can prevent bottlenecks later on.

  4. Delivery Planning Meeting: A planning session to align stakeholders on how the product or service will be delivered to the customer. This involves coordinating between teams like Marketing, Sales, and Operations.

  5. Service Delivery Review: A forum for receiving feedback from clients or customers about their satisfaction with the product or service. This helps teams stay connected with customer needs.

  6. Replenishment Meeting: Similar to Scrum’s sprint planning, this session pulls work into the workflow, deciding which tasks to focus on next.

  7. Daily Standup: A daily meeting to assess impediments, ensure tasks are progressing, and identify any potential improvements.

Kanban doesn’t require all of these cadences, but they provide a structure for managing work and improving processes over time. The choice of which cadences to implement should depend on the context of the team or organization.

Conclusion

Kanban is a powerful model for managing workflows, especially in environments where continuous delivery and improvement are priorities. By visualizing tasks, limiting work in progress, and encouraging incremental changes, teams can improve their efficiency and adaptability. Unlike rigid frameworks, Kanban offers the flexibility to adapt to an organization’s unique context while promoting collaboration and feedback at every step.

If your team struggles with overcommitment or lacks visibility into its workflow, Kanban may provide the structure needed to make meaningful improvements while respecting the processes and roles already in place.