David Anderson beschreibt im Artikel Kanban and Offshore Development sehr anschaulich den Grund, warum man trotzdem eine anfassbare Tafel an der Wand haben sollte. Veränderung fällt leichter, wenn man Tickets zum Anfassen und einen Treffpunkt zum Kommunizieren hat. Zitat:
…it was hoped that such a system (=Kanban) would lead to a series of improvements and the adoption of a “kaizen” (or continuous improvement) culture.
While some immediate service delivery benefits were realized, the hoped for culture of continuous improvement was slow to emerge. The immediate line manager for the function decided to implement a physical tracking board and have the team stand in front of it each morning for daily coordination meeting. This action had an immediate effect. Very quickly we saw improvement upon improvement and new spirit of collaborative working emerged.