We use Kanban to manage our software development lifecycle. It gives stakeholders a clear view of progress and lets contributors move work through a shared process with minimal friction.
Kanban sits alongside Lean thinking — they tackle different aspects of delivery and complement each other. Both approaches grew out of Toyota’s work on improving production flow.
Work starts as a user story on the backlog, moves across the Kanban board, and is released through continuous integration and delivery. Every two weeks we hold a retrospective so the process itself keeps improving.
Every two weeks we meet as a team so each member can discuss:
Members can log items during the two-week cycle, or raise them in the retrospective. These meetings drive our working style and capture lessons learned. Principles for writing stories, in particular, often account for a large share of what we review and adapt.
How we build is inseparable from how we keep services safe and usable: