Work in process is how many things a team works on simultaneously.
Some calls it "work in progress" instead of "work in Process" since the term "process" has a negative connotation in many organizations. The problem in many companies is that they have a lot of work in process that doesn't make any progress. Therefore, "Work in Process" better describes the reality within many organizations.
A high number of working in the process leads to a high queue capacity utilization, which causes problems such as a higher cycle time and slows down the team's response to changes—the opposite of agile.
Too much work in the system diminishes predictability, and adherence to delivery schedules isn't present.
- The Principles of Product Development Flow
- Control WIP by Shedding Requirements
- Demand-Focused Approaches to Control WIP
- Effects of Set a Limit on WIP (Work in Process)
- Enhance the Effectiveness of WIP Constraints by Cross-Training Workers
- Fixed WIP Couples the Batch Sizes of Adjacent Processes
- Flow Efficiency
- High-States/Congested Queues
- Kanban Pull Principle
- Kanban Uses WIP Constraints to Control the Cycle Time
- Queues in Product Development
- The Economics of Holding WIP Changes when Queue Size Changes
- The Kanban System Doesn't Make Assumptions About the Location of Bottlenecks
- The Local Constraints of the Kanban System Have an Impressive Feedback Speed
- Theory of Constraints (TOC)
- Zombie Projects