Kanban Maturity Model: What s in it for me? Teodora Bozheva, Berriprocess

Transcription

1 Kanban Maturity Model: What s in it for me? Teodora Bozheva, Berriprocess

2 KMM Users Coach: I need relevant ideas to help my organization improve. Project/ Service Manager: I need appropriate practices which allow me to meet customer expectations. Business Manager: I need to understand the benefits for my organization and business and track the improvements.

3 What is KMM? Team Organization Business agility Kanban practices Coaching guidance

4 KMM in a large organization transitioning to Agile Initial situation: 150 people aprox Stable business Financial data processing Established organizational structure People used to get individual assignments from their bosses and execute them Objectives: Become Agile Time to market Adaptability to changing demand

5 First 9 months of Agile transformation Single board on which waiting-on-others is visualized waiting Additional WIP, not visualized, managed ad-hoc

6 Challenge: Inconsistent process Observations after 9 months of Agile transformation Better communication within teams Faster development within independent or highest-priority project teams waiting High individual s workload Slow dependency resolution High management workload (resolving blockers ad-hoc, ceremonies) Lots of interruptions at all levels Frequent priority changes Meeting deadlines at the cost of long work hours Unclear what is the value of Agile.

7 Where are they on KMM? What to suggest to evolve them further? Challenges: Lack of alignment around a purpose Inconsistent process Objectives: Time to market Adaptability to changing demand

8 Define a consistent processes Demand per work type Demand, Capability, WIP Demand Capability WIP Initial understanding of how to create flow supported by data and actionable metrics

9 9 months later A clear purpose agreed KPIs defined and data being collected and analyzed Better understanding of demand, process and team capability based on data Multiple projects visualization faster feedback and dependency resolution Clear work prioritization criteria Empathy and collaboration

10 On the road to organizational agility Key challenges Proven approaches Generic purpose Inconsistent process Fit-for-purpose framework: Define priorities and actions based understanding customers whys. Align around the purpose Kanban management beyond team level Fast feedback loops. Explicit decision-making policies Create and manage an end-to-end flow of value Manage demand according to team s capability Weak change enablers Cultural values Coaching guidance

11 Short time to market Customer focus Why use KMM*? Adapt quickly to changes in demand BUSINESS AGILITY Greater customer satisfaction Collaborative teams Flexible, engaged workforce * Based on these and other companies experience.

12 KMM ML1 to ML4 develop organizational agility Team Organization Kanban practices Dependencies End-to-end flow Clear policies and decision-making criteria Fast feedback loops Manage variable demand SLAs Balance demand and capability Data based forecasting

13 KMM ML4 to ML6 support the development of business agility Organization Business Kanban practices Forecasting with predictive models Dynamic resource management Smooth flow. Quantitative process management F4P explicitly defined and managed Aligned capability and strategy Risk, Operations, and Strategy Reviews

14 Materials in Spanish:

15 Teodora Bozheva 20+ years of experience in project management, leading software development projects of different size and complexity. Coaching and teaching Kanban since Working with companies in different domains: software development, IT services, bank, industry, communication media. Her clients improve predictability and delivery time of their projects and services as well as their alignment around the purpose of their business.

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