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Improve Kanban Collaboratively, Evolve Kanban Experimentally

A Kanban team needs to build a self-diagnostics, self-learning, and self-improvement culture based on true collaboration and openminded experimentation.

Addressing impediments for a Kanban team is not an exceptional state of work. Kanban doesn't treat errors as ill exceptions that shouldn't have happened in the first place. Errors are accepted part of daily practice to contribute to the continuous learning and improvement journey of your Kanban organization and your overall enterprise. A Kanban team multiplies the effects of these solutions for the problems it solves, by making them transparent, available, and easily accessible within the entire Kanban organization.

Instead of finger-pointing, accusing, and humiliating the ones who create problems, a Kanban team values actions to make impediments visible. Team members encourage organizational learnings from errors and inefficiencies, so everyone in the Kanban company can also discover and benefit from these obstacles, resolutions, and knowhow.

When members of a Kanban company feel safe about providing particulars about their errors, they willingly go the extra distance and spend a lot of drive to make sure that a comparable problem will not occur again in their work center and other work centers of their value stream. If engineers are penalized or even if they perceive that they are penalized when they make mistakes, then they will be worried about making mistakes. The end effect will be:

  1. They perform less activity to make fewer mistakes.
  2. They are not open about their work, difficulties, and results.
  3. They are not incentivized to transform resolutions of difficulties into organizational learning.
  4. It is guaranteed that the identical or related problem will repeatedly occur because nobody ever uses time and drive to learn, distribute, and inform about issues and their resolutions and make them visible.

It is essential that Kanban team members and their respective business stakeholders involved in an incident completely accept this "No blame, We are here to learn model".

Many organizations maintain considerable trouble to create such safe working environments. The FAA, for instance, has an Aviation Safety Reporting System, how pilots who make "mistakes" can get protection from regulative penalty if they choose to record those incidents on their own. Your Kanban organization should build such mechanisms to develop a transparent work and error culture.

Evolve Your Kanban Process and Business Result Experimentally

Before a Kanban team builds a complete product and shares its best practices towards the rest of the overall Kanban organization, Kanban team members should ask: "Why should I make this?", "Is this deserving my time and resources?”. You need to create and run the fastest and cheapest trials reasonable to verify if your ideas to improve processes, products, and features meet your expected business outcomes.

Instead of solely relying on your stomach and the best practices you and your Kanban team have been acquiring and monitoring so far, the focus must be getting actual people in the actual world to perform in your experiments.

Kanban project managers and their business stakeholders should see their product and feature ideas as well as their plans to improve their use of the Kanban process as hypotheses to be validated.

These hypotheses can be comprehensively planned, developed, and delivered only after they are rationally proven to be good ideas and business cases.



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Improve Kanban Collaboratively, Evolve Kanban Experimentally




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Hi there! It is great to meet you today. My name is Yeliz Obergfell. I am the Vice President, Student Experience here at International Scrum Institute™. It is my duty and pleasure to make sure that we serve you as best as we can on your continuous Kanban and Scrum learning and implementation journey.

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The Kanban Framework - 1st Edition

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What is The Kanban Framework, 1st Edition?

  • The Kanban Framework is NOT just another "Kanban" training material.
  • It is NOT another book that repeats the dry Kanban theory. However, it will help you get a lot better understanding of the practical use of the Kanban theory. (Even if you are not or minimally experienced in Kanban right now.)
  • It is NOT a book about how to raise your salary with Kanban's help. However, it will give you the know-how and negotiation power of game-changers, which will help you radically increase your position and income.
  • It is NOT a book about career advice. However, thanks to The Kanban Framework, you will become a lot more successful in your job interviews. That means you will grasp exciting career chances like it has worked out for hundreds of thousands of students like you so far.

The Kanban Framework is a colorful, lively, and smart shortcut to help you deliver great results with Kanban (really fast and without hassle), so you can fuel the life and career you want.


How can you access The Kanban Framework, 1st Edition, and get started learning Kanban today?

Although The Kanban Framework is the copyrighted intellectual property of the International Scrum Institute™, we wanted to make it freely accessible. We believe that only by sharing experience and know-how we've collected over the years, we can best serve Kanban professionals and the further development of the Kanban domain.

Your Kanban certification examination comprises multiple-choice test questions. Reading The Kanban Framework will help Kanban professionals like you to acquire the know-how to pass your Kanban certification examination and get your Kanban certification.

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