TRANSITIONING TO LEAN-KANBAN
A successful transition plan focuses on the complete set of work that is required to turn an idea into a product that customers can use. It will minimize the time and effort required. This requires looking at opportunities in business, management, team agility, and technical practices that will have the greatest impact on removing impediments and improving the flow of work.
Many process transition initiatives focus on the development team exclusively. What is addressed less often is that the business side does not properly select, size or prioritize their product enhancements.][http://www.agilejournal.com/articles/columns/column-articles/2558-where-to-begin-your-transition-to-lean-agile] This leads to a cascading effect of uncoordinated dependencies, improperly allocated resources, work that is started and then abandoned, and way too much work in progress with few items finished. Poor technical practices follow as the team tries to dig its way out of a bad situation.
The goal of a Lean-Kanban transition is to improve delivery of value, increase speed and quality of delivery, and improve maintainability. To do this, lean initiatives coordinate between the management, the development process and the development technical practices.