Someone says: well, if you can’t play Scrum, play Kanban!
because that someone means of it as Scrum’s fallback.
But, it’s not!
Kanban is not just WIP limits, and this book gives you a deeper knoledge of Kanban’s way, the idea behind, estimates, measurement, teams, cooperation … where everyone is involved in end-to-end process.
Here are some bold points:
As soon as this happens, the team should have a natural reflex to drop what they started on and fix the feature immediatly. [...] In Kanban bugs causes the flow to be interruped and the people to get stuck because of the WIP limits that are reached
- team members reassignent:
Kanban simplifies this issue significantly. By letting a team work on one continuos flow, they don’t need to be reassigned over and over again
- stakeholders’s focus:
if stakeholder can focus onn the products, and not on the resource planning,they can make better economical decisions[...]it’s now a business decision based on the needs of the customers and the organization
the answer[...] is to create cross silo functions who’s task lies in creating alignment and controlling the end to end process.[...] Teams get busted out ot their silo thinking by becoming part of an end to end process
It is a strange idea that by measuring flow instead of setting deadlines, work will be done efficiently. Kanban create awareness on the importanceof every phase in the process. Instead of pushing each individual phase to go faster, we optimize the whole.
source: Kanban for skeptics