Journal of Software Evolution and Process · 2020 · 38 citations · 16 references
ManagementKnowledge ManagementOrganization StudiesOrganizational DevelopmentSystems DesignTeamworkConvergent ThinkingTeam Problem SolvingCollaborative Knowledge WorkConvergent Thinking StyleDivergent Thinking StyleGroup Divergent ThinkingKanban AdoptionKanban Board DesignSoftware Development MethodologySoftware Kanban
Kanban is increasingly adopted across software development, and this study examines applying a Systems Thinking approach to implement it in a government organization’s business unit. The authors conducted an in‑depth case study, applying Systems Thinking and the double‑diamond design‑thinking framework to adapt Kanban practices—visualization, flow management, service classes, and board design—to the organization. The implementation yielded improved visibility, collaboration, and reduced lead time, but faced challenges such as limited team buy‑in, difficulty setting work‑in‑progress limits, and reliance on a short‑term Kanban coach, leading the authors to distill key lessons and practical recommendations for knowledge‑work teams.
Abstract Against the backdrop of the growing adoption of Kanban in a variety of software development domains, this paper reports on how a Systems Thinking approach was used to implement Kanban within a business unit of a government organization. Based on an in‐depth case study in the development organization, we describe how Kanban practices such as visualization, manage flow, classes of service, and board design were implemented. Stages in the double diamond design thinking process of exploring an issue more widely (divergent thinking) and then taking focused action (convergent thinking) were incorporated to adapt Kanban practices such as board design. Positive experiences included improved visibility, improved collaboration, and improvements in lead time. Challenges included lack of team buy‐in, setting work‐in‐progress limits, and short‐term Kanban coach. We present the key lessons learned and offer practical recommendations on how teams can better produce knowledge work in today's fast‐paced dynamic business environment.
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