Basic principles of kanban project management

1. Responding to change is better than following a plan

2. Many Kanban teams’ meetings are skewed toward the Kanban diagram, with an emphasis on bottlenecks and other visible issues

3. Generally speaking, the most effective way to improve the efficiency of work is to smooth the flow and limit the number of jobs according to ability, rather than adding people or making people work harder

4. If everything is flowing smoothly, the wip cap will not be needed

5. Kanban only stipulates two things: one is that the workflow must be visible, and the other is that the wip must have an upper limit. Its purpose is to create an unobstructed flow in the system and shorten the cycle as much as possible

6. What should be the upper limit of Kanban
 If one of your columns has reached the kanban limit and you don't have anything to do, look for the downstream bottleneck and find it out to help kill it. If no bottleneck is found, the Kanban ceiling is too low, because the purpose of setting the ceiling is to reduce the risk of confusing downstream bottlenecks
  A: Too low kanban ceiling => dazed people => low productivity
  B: Too high kanban ceiling => daze tasks => long production cycle

7. How strict are the Kanban ceilings?
  Some teams treat it as a military spec (teams cannot exceed this limit)
  Some teams use it as a guide or a trigger for discussion, the ceiling can be broken