Kanban Missions
No quiz. You step into a real flow-management scenario, make decisions, and watch the consequences on the board: WIP, Lead Time, blockers and predictability react to every choice.
🎯 Featured mission
A squad drowning in WIP
You just took over a squad. Eighteen items are in progress at once, Lead Time has risen 35% over the past weeks, and three items are blocked by external dependencies. And the client just asked for an urgent request.
How it works
- You get a professional scenario with real indicators.
- You make decisions, and each choice moves WIP, Lead Time and predictability.
- At the end: a score, feedback, and the takeaway that sticks.
All missions
The invisible bottleneck
In 4 rounds, find the constraint through data, subordinate the system to it, and protect it from surprises, dropping Lead Time and raising predictability.
A fixed-date commitment
In 4 rounds, use classes of service and forecasting to honor the fixed date with room to spare, absorb an urgency, and keep predictability high.
Dependencies under control
In 4 rounds, make the dependencies visible, negotiate service levels, decouple what you can, and agree on interfaces, dropping Lead Time and restoring predictability.
The commitment point
In 4 rounds, separate options from commitments, create a commitment point and a replenishment cadence, and commit only to what capacity can sustain.
Service Delivery Review
In 4 rounds, run an effective Service Delivery Review: bring the right data, attack the cause of unpredictability, and turn the cadence into real continuous improvement.
Sequencing by Cost of Delay
In 4 rounds, sequence the queue by Cost of Delay and by CD3 (WSJF), handle a fixed-date item with a different urgency profile, and keep value-based prioritization alive.
Variability and queues
In 4 rounds, use queueing theory to bring Lead Time down: create capacity slack, reduce variability, and level the intake without falling into the max-utilization trap.
Rolling out Kanban to a skeptical team
In 4 rounds, lead an evolutionary change: start where the team is, understand the system (STATIK), get through the learning curve, and make continuous improvement the team’s own habit.
