Kanban Tips - Simple rules for smooth working

Good discipline is essential for teams using Kanban to manage their workload. Sticking to a few basic tips can really help set you up for success.

#1 Use as few columns as possible

Having too many columns can impede your overall flow as they can introduce hand-off points and bottlenecks.

Whilst there is sometimes good reason to add a new column – for example, ‘I need to have my work checked by an independent Compliance team’ or actions need to be taken by specialist resources – it’s best to with the classic TO DO – IN PROGRESS – DONE.

Only add more columns as you identify real challenges they will solve through your retrospectives.

#2 Make your tasks as small as possible

Large tasks constrain your flow and make it much more likely you will be seriously interrupted before you can finish the task.

When designing your tasks really think about where the key value is in each one. Every task should focus one ‘piece’ of value that you can push out and people can take advantage of. Small tasks also have less chance of hitting an unexpected dependency that will block it from finishing.

For instance, if you are delivering a document, don’t have a single task to deliver it. Break it down into sections and sub-sections and complete each one, sending it out for peer review. This also helps get early feedback on your approach and quality allowing you to adjust whiles the cost of change is low.

#3 Keep your backlog in priority order – only do what’s valuable

Keep the team focussed on delivering the highest value item next. Make sure you keep your backlog in priority order, so team members always understand what’s best to pick up next.

Keeping your priorities clear also helps others better understand your commitments and when you can add their request into your schedule.

Make sure that you can clearly identify the business value of each item in the backlog. It’s important that the team can understand the ‘Why’ of an action and its outcome in order to focus on what’s important. This can hugely help with weeding out tasks that are not helping us make progress towards our business or customer goals.

#4 Product Owners must be available to sign-off tasks

Finishing is more important than starting. A Product Owner needs to be able to confirm that tasks are done and have met all criteria so colleagues can move on – otherwise they will be stuck!

Team members can help by letting the PO when they expect to need their sign-off during stand-ups or giving them a heads-up through your team-chat app.

#5 Only start tasks you know you can finish

A half-finished task is of no use to anyone. Don’t pick things you cannot finish in time or cannot make a real commitment to. Understand your own capacity and be honest about it. If you don’t finish something you may be holding up others who are dependent on that outcome.

Small task can really help with this as they minimise the chance of being interrupted before you are done.

#6 Make sure everyone understands the acceptance criteria before the task is picked-up

Everyone wants to avoid disappointment, wasted effort and rework. Make sure you discuss and agree the acceptance criteria for each task as a team and that the Product Owner has been clear about what they are expecting. Not doing this can cause a lot of disruption to the flow of delivery and can cause expensive reworking.

#7 Be on time for Stand-up

Stand-ups need to be snappy and focussed. Turning up late makes that really difficult for everyone else. Respect everyone else and be on time. If it’s not at a convenient time of day then talk about this at the retrospective and schedule a time that works for everyone – it doesn’t only have to be at the start of the day!

#8 Use video for remote teams

So much of our communication is non-verbal.

If one or more people are remote, make sure you hold your Stand-up over a video link to maximise the opportunity for great communication.

#9 Set a regular cadence for backlog review and retrospectives

Within Kanban there are no mandatory structures for backlog review and retrospectives. It’s therefore important that you set a clear schedule/cadence for these core activities as a team – put it in your team charter – and stick to it. The core of agile working is the focus on value and the continuous learning from what we have already achieved, so don’t lose discipline on these key activities

#10 Agree your Team Charter and keep it relevant

Your team charter helps everyone be clear on the team’s objective, how everyone expects to behave and the key agile disciplines you will follow. This really helpful – particularly in the remote working context – for making sure everyone is pulling in the same direction and can help navigate the storming/forming/norming curve in a smoother fashion by external concerns and providing a focus for discipline and behaviour conversations in the retrospective.

About the author

John Michaelides, is an agile coach at Slalom UK with a passion for working with progressive leaders and teams to get the most out of their agile journey