Kanban Change Leadership: Creating a Culture of Continuous Improvement

LIST OF FIGURES

Figure 2.1	A classical project of change versus evolutionary change.
Figure 2.2	Sequential versus quasisimultaneous operations.
Figure 3.1	Example representation of a Kanban board.
Figure 3.2	Example of a work item ticket.
Figure 3.3	Kanban board with done queues.
Figure 3.4	Representation of parallel operations using a ticket.
Figure 3.5	Representation of parallel processing using horizontal splitting.
Figure 3.6	Representation of activities without a fixed sequence.
Figure 3.7	Derivation of work item types via the origin of the requests.
Figure 3.8	Kanban board with swim lanes for the individual work item types.
Figure 3.9	Splitting epics into smaller user stories.
Figure 4.1	Idle loops affected by blockers make problems visible.
Figure 4.2	WiP limits make the bottleneck in the stage “test” visible.
Figure 4.3	Bottlenecks produce “slack” that is useful for improvements.
Figure 4.4	Buffering a bottleneck.
Figure 4.5	The collection of tickets.
Figure 4.6	Control of the workflow using WiP limits for work item types.
Figure 4.7	J curve effect.
Figure 5.1	Progression of costs of delay for the class of service “expedited.”
Figure 5.2	Progression of costs of delay for the class of service “fixed delivery date.”
Figure 5.3	Progression of costs of delay for the class of service “standard.”
Figure 5.4	Progression of costs of delay for the class of service “intangible.”
Figure 5.5	Change in the urgency of classes of service ...