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 ... |
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