Kanban: Successful Evolutionary Change for Your Technology Business

Anderson's central claim is subtle: you do not adopt Kanban, you discover it by making your current work visible. Start where you are, make WIP limits explicit, manage flow — and the process improves itself. The virtue of the book is that it does not ask organisations to reorganise before they start; it asks them to look, which is much harder. Reinertsen's queueing theory sits underneath, but Anderson gives you the operating manual. For product direction it is a useful antidote to the cargo-cult of Scrum ceremonies — evolutionary change beats imposed change in most teams most of the time.