Unlike traditional project estimation, Kanban planning uses probabilities rather than exact dates for planning. Kanban planning is practiced at both the project level and at the team level as we manage daily workflow. Learn how Kanban planning works and the requirements for these estimates to be reliable.

Backlog refinement is an Agile planning process that ensures teams can work on the user stories, tasks, features, and work items that are current and relevant. Learn the five main activities of backlog refinement, when to do it, how much time to invest in this process, and what benefits to expect.

The Daily Standup, also known as the Kanban Meeting, is the Kanban team’s primary process to review and improve their workflow. It is an important link in the Kanban feedback loop as one of the seven Kanban cadences. Learn the four considerations when getting started, the three questions to ask during the Daily Standup, and six keys to running successful daily standups.

Even in the smoothest workflows tasks will be blocked from time to time. One of the keys to long-term success with Agile Kanban is to systematically track and address the causes of blockers. Learn how to visualize, track, and resolve blocked work, while integrating this into other Kanban feedback loops. 

Agile teams employ a method known as swarming to focus people on completing a single task quickly. In this course we review the three steps to swarming and discuss the proactive versus reactive ways of swarming. Learn the benefits of adding this approach to addressing time-sensitive or blocked work. 

Kanban replenishment is the process for deciding what work items to move past the commitment point in the input queue. It is an important link in the Kanban feedback loop as one of the seven Kanban cadences. Learn how to hold these meetings, the questions to ask when selecting the next items to pull from the pool of options, and the five keys for a successful Kanban replenishment process.  

Proto-replenishment is a variation of the Kanban replenishment process. Learn the difference between the two and when it is appropriate to practice each type. 

The Delivery Planning Meeting is the process to plan downstream delivery of completed work. It is an important link in the Kanban feedback loop as one of the seven Kanban cadences. Learn the questions to ask during these meetings and when creating a release plan.  

The Service Delivery Review is the process used to check how the team is doing against customer commitments and various performance metrics. It is an important link in the Kanban feedback loop as one of the seven Kanban cadences. Learn how to run these Kanban retrospectives, what questions to ask, and the keys to success. 

The Kanban Operations Review is the process used to evaluate the capabilities of each Agile Kanban team, the demands placed on them, and how each contributes to the entire organization’s performance. It is an important link in the Kanban feedback loop as one of the seven Kanban cadences. Learn about the participants, the typical agenda, the focus, and the benefits of the Operations Review. 

The Kanban Risk Review is the process used to evaluate factors that put deliveries at risk. It is an important link in the Kanban feedback loop as one of the seven Kanban cadences. Learn how Kanban teams use the Risk Review to analyze blockers, adjust demand-shaping policies, identify interdependencies, and address other risk factors. 

The Kanban Strategy Review is the process used to evaluate the business portfolio, its requirements, trends, and changes against the organization’s delivery capability. It is an important link in the Kanban feedback loop as one of the seven Kanban cadences. Learn the questions addressed during a Strategy Review and how the outputs of this meeting are used to move an organization towards its goals.