---
title: "什么是 Kanban？"
canonical: https://wavect.io/zh/glossary/kanban/
language: zh
description: "一种基于流动的方法，在看板上可视化工作，限制同时进行的工作量，并仅在有产能时拉取新工作，没有固定的迭代。"
image: "https://wavect.io/img/general/bak/open_graph_preview.jpg"
---

方法

# Kanban

一种基于流动的方法，在看板上可视化工作，限制同时进行的工作量，并仅在有产能时拉取新工作，没有固定的迭代。

最近审阅: 2026-06-02 审阅人 [Kevin Riedl](/zh/team/kevin-riedl/) [wiki ↗](https://www.wikidata.org/wiki/Q139796365)

Kanban 有两个核心理念：让工作可见，以及限制在制品。你把每一项工作放到一个看板上，看板按每个阶段分列（待办、进行中、评审、完成），并对每个活动列同时能容纳的工作项数量设上限。当一列已满时，没人开始新工作，直到有东西移出去。这个上限正是全部要点：它迫使团队在开始更多工作之前先完成手头的工作。

与 [Scrum](/zh/glossary/scrum/) 的对比在于节奏。Scrum 把工作分批放进固定的 [冲刺](/zh/glossary/sprint/) ，并在每个边界处重新规划。Kanban 没有冲刺。工作随着产能腾出而被持续拉取，你可以在任何时刻改变优先级，无需等待一个冲刺结束。没有承诺仪式，没有冲刺评审，没有人为的两周方框。两者都是同一个 [敏捷](/zh/glossary/agile/) 目标的实现：紧凑的反馈，以及根据证据改变方向的能力。

当工作以不可预测且由中断驱动的方式到来时（支持、运维、平台团队），或当团队成熟到冲刺脚手架已变成纯粹负担时，选择 Kanban。当团队需要节奏和强制评审来建立交付纪律时，或当干系人需要可预测的演示节奏来做规划时，选择 Scrum。

在制品限制对一个团队到底起什么作用，举个实际例子：一个五人团队，把「进行中」这一列封顶到三，意味着有时会有两个人手头没有自己的事可开始。本能的反应是觉得这是浪费、工程师闲着了。其实恰恰相反。这两个人现在被迫去帮忙完成已经在跑的那三件事、去评审队友的工作、或去和人结对攻克那个阻塞，而不是再打开第四个任务、把团队摊得更薄。一列满了带来的那点不适，正是这个机制在起作用：它把「人人都忙、什么都没交付」变成「在跑的事更少、事情真的被做完」。无法容忍那点短暂闲置的团队，会悄悄把上限调高、直到它不再约束任何东西，然后纳闷为什么吞吐量没有改善。

坦诚的版本：在制品限制才是价值所在，而它也正是团队悄悄忽视的部分。一个没有在制品限制的 Kanban 看板，只是一份多了几列的待办清单。如果团队同时开了五件事却一件都没完成，那么限制才是解药，而不是一块更大的看板。

// FAQ

## 常见问题

### 什么是 Kanban？

一种基于流动的方法，在看板上可视化工作，对同时能进行的工作项数量设上限（在制品限制），并仅在产能腾出时拉取新工作。没有固定的迭代，优先级可以在任何时刻改变。

### Kanban 与 Scrum 的对比？

Scrum 把工作分批放进固定的冲刺，在每个边界处做出承诺并进行评审。Kanban 以持续拉取的方式运作，带有在制品限制且没有冲刺，因此优先级可以在任何时刻调整。Kanban 适合不可预测、由中断驱动的工作和成熟的团队。Scrum 适合需要节奏来建立纪律的团队。

### Kanban 何时会失败？

当团队省略在制品限制时。没有对在制品设上限，Kanban 看板就只是一份多了几列的待办清单，每个人开始的比完成的多。限制是迫使工作走向完成的机制。去掉它，你就失去了这个方法。

相关术语

- [Scrum](/zh/glossary/scrum/)
- [Agile](/zh/glossary/agile/)
- [Sprint](/zh/glossary/sprint/)

相关服务

- [软件开发](/zh/services/software-development/)

相关案例研究

- [Polity](/zh/case-studies/polity/)

相关指南

- [软件开发流程：从首次通话到完整交接](/zh/software-development-guide/software-development-process/)

聊聊

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