WIP Limits in Kanban: Not Magic, But Managed Predictability
What Is a WIP Limit and Why Do You Need It?
A WIP limit (Work In Progress limit) is a cap on the number of issues that can simultaneously exist at a specific stage of the workflow (e.g., “In Progress,” “In Testing”).
The main goal of a WIP limit is not to speed up a single issue, but to optimize the entire team’s workflow. Without limits, we encounter several problems:
issue switching: The more issues in progress at once, the more frequently team members have to switch context, which reduces efficiency.
Hidden bottlenecks: If the “Testing” stage is overloaded, the issue remains invisible until it becomes critical. WIP limits make this problem visible.
Long issue cycle times: issues can linger in the workflow for weeks, even though they are formally being worked on.
How Do WIP Limits Create Predictability?
How to Implement WIP Limits Correctly
Start with observation. Analyze your current board. At which stages do issues get stuck most often? What’s the average number of issues in progress?
Set limits experimentally. Begin with your current average number of issues and gradually reduce the limit while observing the effect.
Be flexible with the rules. Allow the limit to be exceeded in exceptional situations—but only after team-wide discussion and agreement. It should be a conscious decision, not a habit.
Conclusion
WIP limits aren’t about rigid control—they’re about creating a system that helps the team self-organize and work more effectively. They replace chaotic “busyness” with a managed and predictable “flow velocity.” This isn’t magic—it’s a deliberate management tool that makes the process transparent and predictable.
