Field Notes
WIP limits that survive a multi-client week
Why service squads abandon WIP caps, and how to set limits that account managers will not quietly override.
WIP limits fail in service environments when every client “just needs a small interrupt.” Engineers learn that the board policy is optional. Limits then become decoration.
Set limits where pain is visible
Cap “In progress” per person, not only per column. Make interrupted work visible as a separate lane so context-switching has a cost everyone can see. Review WIP breaches in the retrospective with the account manager present once a month — not to assign blame, but to choose which client waits.
Sponsor cover
Without a delivery sponsor who will tell a salesperson “not this sprint,” coaching WIP discipline becomes theatre. We treat sponsor alignment as part of intake for a reason.
A mild warning
Tight WIP limits feel slower in week one. Throughput usually recovers when finishing replaces parallel half-done stories. Teams that abandon the experiment after five days never see that recovery.