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Kanban

A strategy for making work observable, managing flow, and continuously improving value delivery. Specifically Kanban as outlined in the Kanban Guide.

Kanban is a strategy for change, not a tool or board. As defined in the Kanban Guide, it enables organisations to “start with what they do now,” understand their current system, and improve flow and value delivery through evolutionary change. It is rooted in Lean principles and systems thinking, focusing on how work flows rather than what work gets done.

Unlike frameworks that prescribe roles or timeboxes, Kanban introduces observability: visualising work, limiting WIP, managing flow, and making policies explicit. This exposes bottlenecks and enables evidence-based improvement without disrupting existing structures.

Kanban complements other approaches like Scrum and DevOps by improving transparency and decision-making. It does not require a reset or reorganisation. Instead, it guides teams to adapt their way of working over time, based on feedback and performance metrics such as lead time, throughput, and service-level expectations.

Crucially, Kanban is often misunderstood as just visual task tracking. But its true power lies in creating a shared understanding of system behaviour and enabling strategic decisions about where and how to improve. It empowers teams to deliver value predictably, sustainably, and with greater resilience, making it an essential strategy for navigating complex, evolving environments.

The strongest work on Kanban — ranked by substance, not recency. How this is ranked

Article Kanban Product Development w60

Flow of Value vs Flow of Work – Misnomer or Useful Shorthand?

Compares “flow of value” and “flow of work” in Kanban, explaining why only validated outcomes count as value and stressing the need for …

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Why Measuring Individual Cycle Time is Killing Your Flow (And What to Do Instead)

Measuring individual cycle time in Kanban misleads teams, hides real bottlenecks, and harms flow. Focus on system-wide metrics like PCE, …

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Why Measuring Individual Cycle Time Fails to Help Teams

Measuring individual cycle time overlooks team performance and system bottlenecks. Focus on lead time, throughput, and process efficiency to …

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Why Tracking Individual Cycle Time Distorts Team Behaviour

Tracking individual cycle time can harm team performance by encouraging task cherry-picking, reduced collaboration, and lower quality, …

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Article Product Development Engineering Excellence w240

Estimating Better in an Overloaded System Is a Poor Man’s Strategy

High work in progress (WIP) causes delays and unpredictability; improving estimates won’t help. Limiting WIP and focusing on flow is key to …

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Video Kanban Product Development w270

The Importance of Visualizing Your Work in a Kanban Strategy

Explains how visualising work in Kanban boosts team clarity, transparency, and alignment, and offers steps to define workflows, avoid …

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Getting started with Kanban

Learn how to launch a Kanban pilot, define workflows, use metrics like cycle time and throughput, and foster continuous improvement for …

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Signal Kanban DevOps w290

Why Using a Blocked Column in Azure DevOps Is a Mistake

Explains why a “Blocked” column in Azure DevOps hinders workflow, and suggests using tags and tracking to manage blocked work more …

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Understanding Blocked Columns and Stalled Work in Project Boards

Explains why using blocked columns for stalled tasks on project boards harms workflow, and suggests better ways to highlight and address …

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