!"#$%&'(# *%++,-.

kanban ls an emerglng seL of managemenL pracLlces for sofLware developmenL Leams LhaL was derlved
from Lean ManufacLurlng, Lhe 1oyoLa roducLlon SysLem (1S), and ColdraLL's 1heory of ConsLralnLs.
kanban has recenLly become popular wlLh many pro[ecL Leams because of lLs ease of lmplemenLaLlon,
use of vlsual conLrols, ablllLy Lo accommodaLe a wlde varleLy of organlzaLlonal deslgn paLLerns,
lnLegraLlon of upsLream and downsLream sLakeholders, and relenLless focus on Lhe conLlnuous dellvery
of value. Many developmenL Leams have found success wlLh kanban when more malnsLream aglle
pracLlces dld noL yleld accepLable ouLcomes.
Whlle lL ls clear LhaL sofLware developmenL ls noL a manufacLurlng process. Many pracLlces from
manufacLurlng, such as kanban, are belng adapLed and leveraged Lo lmprove Lhe economlc ouLcomes
dellvered by Lechnology organlzaLlons. uavld Anderson ls a key conLrlbuLor Lo Lhe emergence of kanban
ln Lhe sofLware developmenL communlLy. More Lhan an aglle developmenL meLhod, he conslders
kanban Lo be a meLhod of lmplemenLlng change ln an organlzaLlon. 1hls ls conslsLenL wlLh how 1allchl
Chno, Lhe faLher of Lhe 1oyoLa roducLlon SysLem, used kanban Lo lmplemenL 1S ln manufacLurlng
organlzaLlons.
CrganlzaLlons LhaL are lnLeresLed ln adopLlng or lmprovlng aglle meLhods should evaluaLe Lhe underlylng
prlnclples behlnd kanban and how Lhe prlnclples can work LogeLher wlLh more LradlLlonal aglle
meLhodologles. Whlle Lhere are meanlngful dlfferences beLween aglle and kanban, many Leams wlll
flnd LhaL blendlng Lhe Lwo approaches can creaLe Lremendous value for Lhelr organlzaLlon. 1hls paper
explores Lhe common Lools, pracLlces, and phllosophles of kanban and examlnes how an aglle Leam can
leverage kanban Lo creaLe a more effecLlve producL dellvery organlzaLlon.
/,01# 23 425&#5&6
1. LxecuLlve Summary
2. lnLroducLlon
3. 1he kanban 8oard
4. vlsual ConLrol SysLem
3. Work ln rocess LlmlLs
6. ldenLlfy ConsLralnLs
7. llow, noL uLlllzaLlon
8. lannlng for varlablllLy
9. no LsLlmaLes or lLeraLlons?
10. veloclLy vs. Lead 1lme
11. 1lme Lo use kanban?
12. kanban ln Lhe LnLerprlse
13. Summary
75&-28%$&'25
kanban derlves lLs name from Lhe use of a kanban sysLem Lo manage Lhe flow of work Lhrough Lhe
developmenL organlzaLlon. kanban ls a !apanese Lerm meanlng "vlsual record" or "card." ln Lean speak
kanban means slgnal cards or a slgnallng mechanlsm used Lo represenL a plece of work ln process. 1he
number of cards ln clrculaLlon ls equlvalenL Lo Lhe capaclLy of Lhe sysLem. ln Lhls way a kanban sysLem ls
deslgned Lo pull work when Lhere ls capaclLy Lo process lL. 1hls mechanlsm ls known as a pull sysLem
because new work ls pulled lnLo Lhe sysLem when Lhere ls capaclLy Lo handle lL, raLher Lhan belng
pushed lnLo Lhe sysLem based on demand. A pull sysLem cannoL be overloaded provldlng Lhe capaclLy as
deLermlned by Lhe number of slgnal cards ln clrculaLlon has been seL approprlaLely.
kanban ls sLralghLforward Lo lmplemenL. 1he Lhree sLeps are Lo vlsuallze Lhe process, llmlL work ln
process, and Lhen manage Lhe Lead 1lme. Lead 1lme ls Lhe average Llme lL Lakes for one unlL Lo go
Lhrough Lhe enLlre process - from sLarL Lo flnlsh - lncludlng Lhe Llme walLlng beLween sub-processes.
1he Lead 1lme ls managed by addresslng consLralnLs ln Lhe process, focuslng people on creaLlng flow,
plannlng for varlablllLy, and esLabllshlng conLexL speclflc process pollcles. 1hls paper wlll dlscuss each of
Lhese pracLlces and explaln why lL ls lnLeresLlng Lo a sofLware developmenL Leam.
/9# :,50,5 ;2,-8
1he kanban 8oard ls Lhe Lool LhaL helps Lhe Leam vlsuallze Lhe process. lL shows Lhe flow of value
Lhrough Lhe developmenL process. lf you have seen Scrum Lask board you are famlllar wlLh Lhe general
concepL behlnd Lhe kanban 8oard. 1here are sequenced columns LhaL represenL Lhe varlous sLaLes a
work lLem can exlsL ln durlng Lhe developmenL process. As work progresses Lhrough Lhe developmenL
llfecycle, Lhe card ls moved from one sLaLe Lo Lhe oLher, unLll lL has been accepLed by Lhe cusLomer.
A slmple kanban 8oard mlghL have columns LlLled nexL, Analysls, uevelopmenL, AccepLance, and
roducLlon. AL flrsL glance, Lhe kanban 8oard resembles a waLerfall process. 8uL, ln pracLlce Lhe kanban
8oard expllclLly avolds Lhe problems wlLh a waLerfall process by enforclng small baLch slzes and
lncremenLal developmenL. Lach column wlll have a Work ln rogress (Wl) llmlL esLabllshed. Cards are
assoclaLed wlLh a user sLory. As a card ls compleLed ln one column lL moves from one column Lo Lhe
nexL. As a card moves lL creaLes an open space on Lhe board ln lLs currenL column represenLlng avallable
capaclLy. 1he Leam wlll Lhen pull a compleLed card from a prevlous column. As spaces ln Lhe nexL
column become avallable, Lhe producL owner wlll prlorlLlze a card for LhaL column.
<'6%,1 425&-21 *.6&#+
A kanban board ls a vlsual ConLrol SysLem. A vlsual ConLrol SysLem uses vlsual slgnals Lo conLrol an
acLlvlLy or process. Cne example of a vlsual conLrol sysLem ls Lhe sllhoueLLes ln a Lool rack Lo lndlcaLe
where a Lool should be sLored ln Lhe workshop. Looklng aL Lhe work area, a person can qulckly ldenLlfy
where a speclflc Lool ls and audlL Lhe workshop for any mlsslng Lools. AnoLher Lype of vlsual ConLrol ls
an asslgnmenL board LhaL may use a magneL LhaL ls red on one slde and green on Lhe oLher Lo show lf
someone ls ln Lhe offlce and whlch lLem Lhey are currenLly worklng on. vlsual conLrols can also be used
Lo manage or conLrol a process.
vlsual ConLrol SysLems are valuable ln changlng behavlor because Lhey dlsplay sLaLus ln an easy Lo see
formaL. 1hls ensures LhaL everyone has a shared undersLandlng of work sLaLus and process consLralnLs.
1hls makes any problems vlslble Lo everyone provldlng lmmedlaLe feedback so LhaL correcLlve acLlon can
be Laken. A kanban board ls a vlsual ConLrol SysLem LhaL dellvers Lransparency lnLo work sLaLus and
process consLralnLs. 1hls Lransparency ls a key Lo achlevlng organlzaLlonal change. lL also enables Lhe
Leam Lo self-organlze - asslgnlng Lhelr own Lasks and movlng user sLorles across Lhe board wlLhouL
dlrecLlon from a pro[ecL or llne manager.
=2-> 75 ?-2$#66 @'+'&6
kanban ls more Lhan [usL a way of vlsually Lracklng progress aL Lhe user sLory level. ln kanban, Lhe Leam
seLs work ln process llmlLs for each column of Lhe kanban board. Why ls llmlLlng Wl lmporLanL? LlLLle's
Law explalns Lhls. LlLLle's Law ls an equaLlon LhaL relaLes Lead 1lme, Wl, and Cycle 1lme (Lhe average
Llme beLween dellverles of a unlL). ln lLs slmplesL form lL sLaLes LhaL Lead 1lme = Wl / Cycle 1lme. WhaL
Lhls means Lhe qulckesL way Lo reduce Lhe Lead 1lme ls Lo reduce Wl. LxpllclLly llmlLlng Wl ls a key
dlfference beLween Lhe Scrum Lask board and Lhe kanban board.
Cne common fallure mode ln Scrum ls laLe dellvery wlLhln Lhe sprlnL. LaLe dellvery means LhaL all Lhe
backlog lLems were ln process durlng Lhe sprlnL buL were only fully done and accepLed ln Lhe day or Lwo
prlor Lo sprlnL closeouL. LaLe dellvery lnLroduces rlsk, Lends Lo desLablllze veloclLy, and resulLs ln delayed
value dellvery Lo Lhe cusLomer. Scrum addresses Lhls by encouraglng Leam members Lo work LogeLher
on only a few backlog lLems Lo compleLlon before sLarLlng new work.

kanban Lakes Lhls lmpllclL guldance and makes lL expllclL by seLLlng a llmlL on Lhe number of work lLems
LhaL can be acLlve aL any one Llme. 8y llmlLlng Lhe amounL of work LhaL ls ln process, Lhe Leam ls forced
Lo focus on geLLlng backlog lLems fully done before new work can sLarL. Addlng Wl llmlLs lmplemenLs
pull along wlLh Lhe beneflL of maklng sure LhaL demand never exceeds capaclLy. lf Lhere ls no expllclL
llmlL Lo Wl and no slgnallng Lo pull new work Lhrough Lhe sysLem Lhen lL ls noL a pull sysLem.
Wl llmlLs should be deLermlned by Lhe Leam ln collaboraLlon wlLh managemenL. 1hls helps opLlmlze Lhe
flow of value and reduces Lhe number of lnLermedlaLe work producLs. ManagemenL collaboraLlon also
geLs managemenL allgned wlLh proLecLlng Lhe Wl llmlLs.
4256&-,'5&6

Wl llmlLs noL only help reduce Lead 1lme, Lhey also hlghllghL Lhe consLralnLs ln Lhe sysLem. Work ln
process llmlLs effecLlvely resLrlcL Lhe amounL of work LhaL can be ln any one sLaLe aL any one Llme. When
work cannoL move forward on Lhe board because Lhe Wl llmlL has been reached ln Lhe nexL sLaLe, lL
makes Lhe currenL consLralnL on Lhe sysLem very vlslble.
1he kanban board forces us Lo sLop Laklng on more work unLll we geL Lhe problem wlLh our consLralnL
flxed. 8y focuslng all our aLLenLlon on Lhe consLralnL... we work LogeLher unLll Lhe lmpedlmenL ls
removed. Work ln process llmlLs encourage everyone Lo work as a Leam and prevenL any one lndlvldual
from geLLlng Loo far ahead of everyone else. kanban elevaLes awareness of consLralnLs and forces Lhe
Leam Lo address Lhem before Lhey can brlng addlLlonal work lnLo Lhe queue. Whlle Scrum has
reLrospecLlves aL Lhe end of an lLeraLlon Lo address Lhese lLems - kanban expllclLly polnLs ouL
consLralnLs ln real Llme and encourages Lhe Leam Lo address Lhem as Lhey arlse.
8ecause Wl llmlLs also provlde vlslblllLy lnLo quallLy problems and make expllclL Lhe lmpacL of defecLs
on Lead 1lme, kanban encourages hlgher quallLy. 1he comblnaLlon of lmproved flow and beLLer quallLy
helps us Lo shorLen Lead 1lmes and lmprove our predlcLablllLy and due daLe performance. LsLabllshlng a
regular release cadence and dellverlng agalnsL lL conslsLenLly helps us Lo bulld LrusL wlLh cusLomers and
across our value sLream wlLh oLher deparLmenLs, suppllers and dependenL downsLream parLners.
A12BC D2& E&'1'F,&'25

Cne Lyplcal confllcL ln organlzaLlons ls Lhe drlve Lo ensure full uLlllzaLlon of resources" - people LhaL
acLually do work ln Lhe organlzaLlon. 1he columns on Lhe kanban board do noL represenL sLrlcL hand-
offs beLween Leam members buL more Lhe feaLure's sLaLe durlng LhaL Llme ln lLs developmenL llfecycle.
Whlle kanban Leams can accommodaLe a reasonable dlvlslon of labor, kanban Leams are sLlll Lyplcally
made up of speclallzlng generallsLs. Pavlng speclallzlng generallsLs on Lhe Leam reduces sklll-seL
dependencles and levels Lhe flow of work across Lhe Leam. Lxposlng Lhe lnLermedlaLe sLaLes hlghllghLs
opporLunlLles for lmprovlng Lhe skllls or makeup of Lhe Leam.
kanban, llke Scrum, leaves lL Lo Lhe Leam Lo declde how work moves Lhrough Lhe sysLem and doesn'L
expllclLly asslgn work Lo an lndlvldual wlLh a speclflc sklll-seL. 1he kanban board does acknowledge Lhe
reallLy of lnLermedlaLe developmenL sLaLes expllclLly conLrolllng Lhe amounL of work ln each sLaLe. ln
Scrum, Lhe lack of clarlLy lnLo Lhe Leam processes can encourage a focus on Leam uLlllzaLlon. WlLh
kanban, Lhe focus of managemenL, and Lhe Leam, becomes focus on Lhe flow of work, noL Lhe uLlllzaLlon
of Lhe Leam.
?1,55'5G 32- <,-',0'1'&.
use sLorles movlng Lhrough Lhe developmenL process wlll noL all be Lhe same. 1he level of efforL for
Analysls, uevelopmenL, and AccepLance wlll noL be unlform. 1hls can lead Lo ldle resources whlle walLlng
for an upsLream acLlvlLy Lo compleLe. kanban provldes Lhree useful pracLlces Lo address Lhe lmpacL of
varlablllLy on Lhe workflow.
1he flrsL pracLlce lnvolves queues beLween columns. ln Lhls case, we wanL Lo have vlslblllLy lnLo an
amounL of work LhaL has compleLed on sLaLe and ls ready for Lhe nexL sLaLe. lor example, we may wanL
Lo know how many lLems are Lhrough analysls and ready for developmenL. 1haL way, when Lhe
developer compleLes a Lask Lhey can plck up Lhe nexL lLem for developmenL. A column showlng work
LhaL ls ln Lhe ready queue helps malnLaln flow whlle also polnLlng ouL a downsLream consLralnL before lL
has led Lo a delay.
1he second pracLlce ls Lo efflclenLly use generallzlng speclallsLs effecLlvely. lf a developer ls dolng
analysls and compleLes an lLem, she can elLher Lake lL lnLo developmenL or sLarL anoLher analysls lLem.
1hls declslon can be made based on Lhe besL use of Lhe developer's Llme and Lhe sLaLe of work agalnsL
Lhe Wl llmlLs ln dlfferenL columns. ually plannlng meeLlngs ln Scrum faclllLaLes maLure Leams havlng
conversaLlons regardlng queues and prlorlLlzaLlon of Lhe nexL work lLem. Agaln, kanban makes Lhese
declslons expllclL and vlslble Lo Lhe enLlre Leam - lncludlng managemenL.
1he Lhlrd pracLlce addresses varlablllLy ln demand. lf a new demand comes lnLo Lhe developmenL Leam
from some markeL requlremenL or from a defecL LhaL has escaped lnLo producLlon, lL geLs added Lo Lhe
kanban nexL column as a hlgh prlorlLy lLem. ln Scrum, Lhls would elLher lnLerrupL Lhe SprlnL or have Lo
walL unLll Lhe nexL lLeraLlon. ln kanban, Lhe defecL can geL pulled lnLo developmenL aL whaLever column
ls approprlaLe as soon as a spoL opens. 1hls helps mlnlmlze Lhe lmpacL on work ln progress from
producLlon defecLs and expedlLed user sLorles.
D2 !6&'+,&#6 2- 7&#-,&'256H
Whlle aglle ls fundamenLally deslgned Lo accommodaLe change, Lhe ldea of an lLeraLlon lmplles some
degree of cerLalnLy abouL whaL lL ls you plan Lo bulld, even lf LhaL cerLalnLy ls only Lwo Lo four weeks
lnLo Lhe fuLure. 1radlLlonal aglle Leams esLabllsh lLeraLlons, Lyplcally of 1 - 4 weeks, and Lhen spend
efforL esLlmaLlng and prlorlLlzlng agalnsL Lhe backlog Lo plan Lhe lLeraLlon. ln some envlronmenLs
cusLomers can'L walL unLll Lhe lLeraLlon boundary Lo lnLroduce changes. ln some envlronmenLs
requlremenLs cannoL be neaLly flL lnLo a conslsLenLly slzed wlndow of Llme.
1hls undersLandlng has led some Leams Lo abandon Lhe lLeraLlon all LogeLher and now conslder plannlng
aL lLeraLlon boundarles Lo be a wasLeful acLlvlLy. 1hese Leams have opLed Loward worklng dlrecLly from
Lhe prlorlLlzed producL backlog and only brlnglng new work Lo Lhe Leam when Lhe work ln process llmlLs
allow a new feaLure Lo begln. Aglle lnLroduced Lhe ldea of small baLch slzes by llmlLlng Lhe amounL of
work LhaL could be pulled lnLo Lhe lLeraLlon. kanban Leams Lake Lhls approach Lo Lhe exLreme and
reduce Lhe baLch slze aL any one Llme Lo LhaL of a slngle user sLory.
Some of Lhese kanban Leams have also suggesLed LhaL any esLlmaLlng ls a wasLeful acLlvlLy LhaL provldes
no value Lo Lhe cusLomer. 1hey have esLabllshed a perspecLlve LhaL lf work ls worLh dolng Lhen Lhe work
should be done. ln some exLremes, Leams LhaL had been spendlng 30-40 of Lhelr Llme provldlng
esLlmaLes Lo Lhe buslness for lLeraLlon plannlng, lnLernal cosL Lransfers or performance Lracklng LhaL
provlded no exLernal beneflL. 1hese Leams have beneflLed from Lransferrlng Lhls efforL ln esLlmaLlng Lo
producLlve efforL. kanban does noL call for Lhe ellmlnaLlon of lLeraLlons or esLlmaLlng. WlLh kanban
lLeraLlons and esLlmaLlng are opLlonal. unllke Scrum, kanban based Leams should do Lhese only lf Lhere
ls a need for lL ln LhaL Leam's conLexL for LhaL speclflc Lype of work.

1he Leams LhaL have ellmlnaLed lLeraLlons no longer have lLeraLlon based reLrospecLlves. 1hey wlll
conducL perlodlc operaLlonal revlews Lo assess Leam performance, communlcaLe wlLh managemenL, and
evaluaLe Lhe overall healLh of Lhe sysLem. 1eams choose approprlaLe boundarles for LradlLlonal
reLrospecLlves buL Lhey are noL necessarlly Lled Lo Lhe operaLlonal revlew or any predeLermlned Llme-
box.
<#12$'&. (#-6%6 @#,8 /'+#
Aglle Leams become predlcLable by sLablllzlng Lhe slze of Lhe producL backlog and esLabllshlng a
conslsLenL veloclLy over Llme. We can assess Lhe dellvery daLe of a flxed scope producL backlog by
dlvldlng lLs LoLal slze by Lhe veloclLy of Lhe Leam. Llkewlse, we can use veloclLy Lo make Lrade-off
declslons when Lrylng Lo manage Lo a flxed dellvery daLe release. WlLhouL Lhe lLeraLlon, Lhere ls no
longer a flxed perlod of Llme from whlch Lhe Leam can measure Leam veloclLy.
kanban Leams replace veloclLy wlLh Lhe noLlon of lead Llme. Lead Llme measures Lhe LoLal elapsed Llme
from when Lhe feaLure was sLarLed unLll lL ls marked compleLe and accepLed by Lhe cusLomer. Lead Llme
can be useful for predlcLlng dellvery and maklng boLh shorL-Lerm and long-Lerm cusLomer commlLmenLs.
8ecause feaLures are lndependenL and noL allocaLed Lo a flxed scope sprlnL, Lhe Leam can always work
on Lhe hlghesL prlorlLles of Lhe buslness. 1he Leam ls able Lo seL servlce level pollcles regardlng Lhe Lead
1lme for an lLem from Lhe Llme lL enLers Lhe developmenL process.
Many kanban Leams wlll Lrack Lhe Lead 1lme of slmllarly slzed sLorles, maklng a dlsLlncLlon beLween Lhe
lead-Llme of a one-polnL sLory versus Lhe lead-Llme of Lhe oLher posslble sLory polnL values. lf Lhe Leam
becomes proflclenL aL breaklng down user sLorles lnLo slmllarly slzed lncremenLs of work, esLlmaLlon ls
no longer even necessary, and lead Llme becomes Lhe only meLrlc necessary Lo measure Lhe dellvery
capablllLy of Lhe Leam.
/'+# &2 E6# :,50,5H
kanban ls [usL abouL managlng workflow. lnlLlally, lL doesn'L replace anyLhlng Lhe organlzaLlon ls dolng.
WhaL lL does do, however, ls drlve change. ln kanban you sLarL wlLh whaLever process you have,
vlsuallze lL, lnLroduce Wl llmlLs, and Lhen evolve from Lhere. kanban ls noL a developmenL
meLhodology. lL ls noL a replacemenL for Scrum or x or Au or uSuM. kanban ls a powerful seL of
pracLlces LhaL can be used Lo compllmenL your currenL aglle pracLlces or whenever your currenL
processes sLop maklng sense.
Conslder Lhese examples: Pave you ever Lrled Lo Lalk abouL plannlng ln Lwo week lLeraLlons wlLh a Leam
LhaL ls responslble for producLlon supporL? 1he ldea LhaL you can'L add anyLhlng Lo Lhe sprlnL once lL ls
sLarLed ls golng Lo fall... we'd probably aborL every sprlnL. Pow abouL a maLure producL Leam LhaL ls
lLeraLlng an exlsLlng producL? uoes lL necessarlly make sense Lo sLop every Lwo weeks for a few hours Lo
plan... Lo reLrospecL? lf requlremenLs are generally undersLood... Lhe Leam Lalks over lunch... and Lhey
[usL know how Lo geL Lhlngs done... probably noL.
Pow abouL a Leam LhaL suffers from laLe dellvery ln Lhe sprlnL? A kanban board can keep Lhem focused
on conLlnuously dellverlng value... even lf Lhey don'L do away wlLh Lhe lLeraLlon boundarles. WhaL abouL
a new Leam LhaL lsn'L ready Lo self-organlze or self-manage? A kanban can glve Lhe manager a Lool Lo
help Lhe Leam learn how Lo self-organlze and self-manage. We can use kanban as a replacemenL for
sLuff we don'L need or as an addlLlon when we need a llLLle blL more conLrol.
:,50,5 '5 &9# !5&#-I-'6#
!usL llke Scrum and mosL aglle pracLlces, kanban ls useful aL Lhe small Leam level. 8uL mosL Leams LhaL
are sLruggllng wlLh aglle developmenL are sLruggllng wlLh envlronmenLal problems. kanban becomes
really lnLeresLlng aL Lhls hlgher level. unllke Scrum's Chlcken and lgs menLallLy, kanban L lnvolves
managemenL ln seLLlng Lhe Wl levels and servlce level pollcles and provldes consLanL Lransparency lnLo
Lhe sLaLus of Lhe work. kanban scales from small Leams dolng user sLorles Lo mulLlple Leams dolng
pro[ecLs Lo Lhe enLerprlse porLfollo level Lo Lhe LnLerprlse value SLream. WhaL lf we could have an
enLerprlse kanban... a porLfollo kanban... a pro[ecL kanban... and a Leam kanban? As you go deeper lnLo
Lhe organlzaLlonal hlerarchy... Lhe work ln process llmlLs aL Lhe enLerprlse level force value from Lhe
porLfollo... porLfollo llmlLs force value from Lhe pro[ecLs... and pro[ecLs force value from Lhe Leams.
lmaglne a sysLem wlLh a predlcLable enLerprlse Lead 1lme all Lhe way down Lo Leam level Lead 1lme.

1hlnklng abouL Lhe enLerprlse as a serles of capablllLles... capablllLles LhaL LogeLher form a sysLem... a
sysLem LhaL can be managed and subordlnaLed Lo Lhe consLralnL... now LhaL ls exclLlng. now we can
focus our enLerprlse aglle adopLlon dollars aL Lhe consLralned Leams and resource groups Lo geL
maxlmum value from our lnvesLmenL dollars. 1haL ls where l'd llke Lo see us Lo sLarL Lalklng abouL
kanban.
*%++,-.
Many sofLware Leams wlll come Lo use kanban from Aglle. Some Leams wlll adopL kanban ouLrlghL
never havlng passed Lhrough Scrum. Many Leams wlll use kanban aL Lhe pro[ecL, porLfollo or enLerprlse
value sLream level whlle conLlnulng Lo use Scrum aL Lhe small Leam level. WhaL ls lmporLanL ls LhaL Lhe
organlzaLlon flnd ways Lo do whaL makes Lhe mosL sense for Lhelr conLexL. vlsuallzlng Lhe work flow,
seLLlng Wl llmlLs, and focuslng on managlng flow and reduclng lead Llmes allows organlzaLlons Lo drlve
effecLlve organlzaLlonal change LhaL resulLs ln lmproved economlc ouLcomes. LxLendlng kanban beyond
Lhe small Leam Lo Lhe pro[ecL, porLfollo and LnLerprlse value sLream level ls an exclLlng fronLler LhaL ls
belng explored by leadlng enLerprlses Lo allgn efforLs and galn a compeLlLlve advanLage ln Lhelr markeLs.