Kanban Maturity Model: Why should you care about it? Teodora

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Gabriel Ray
6 years ago
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1 Kanban Maturity Model: Why should you care about it? Teodora

2 Master class, Stockholm, 2012 I have had enough of maturity models. Looking for an lighter approach to organizational agility.

3 General pattern of organization needs -Time to market -Rework and defects -Risk -Cost + Collaboration + Focus on customer value + Happy customers + Alignment to business goals + Productivity / efficiency + ROI Kanban? Governance

4 Exciting experience has been developed, collected, documented and published since Different organizations Different context: organization, business domain, culture, goals Different approaches

5 All cases are different. All cases have common aspects: grow healthy organziation achieve unique purpose improve continually

6 I, as a coach, how can I find relevant ideas to help my customers improve? I, as a Manager, what can I expect for my organization and business? What arguments shall I use to engage other Managers in the agile initiative? I, as a Project/Service Manager, what shall I do so that my team meets customer expectations?

Codifying patterns of organizational evolution Maturity Level Kanban Outcome Taleb Rating Stakeholders Organizational behaviors Values CMMI-DEV behaviors CMMI-SVC behaviors CMMI Identity Change

Optimizing Long Term Survivability Continually fit for purpose Fit for purpose scoring (survey) Use of scientific methods for developing models Kaizen culture - democratized improvement initiatives

Consistency of economic outcome Robust Happy Investors Capacity allocation for work types and classes of services Balance (demand and capacity) Quantitative objectives for quality and process

7 Codifying patterns of organizational evolution Maturity Level Kanban Outcome Taleb Rating Stakeholders Organizational behaviors Values CMMI-DEV behaviors CMMI-SVC behaviors CMMI Identity Change Capability Antifragile Anyone with skin in the game is satisfied Strategy review Continuous process improvement based on quantitative understanding of process performance and business objectives. 5. Optimizing Long Term Survivability Continually fit for purpose Fit for purpose scoring (survey) Use of scientific methods for developing models Kaizen culture - democratized improvement initiatives "Avoid complacency" (Goldratt) Use of incremental and innovative process and technology improvemets to get higher process performance. Consistency of economic outcome Robust Happy Investors Capacity allocation for work types and classes of services Balance (demand and capacity) Quantitative objectives for quality and process performance are established and used for managing selected processes. Survivabil ity Happy Tax Payers Dynamic WIP constraints Respect (stakeholder Quality and process performence of selected subprocesses are understood in levels) statistical terms. Happy Regulators Risk assessment framework for the work Process improvement activities are focussed on process performance predictability. items Process performance baselines are established and predictive models are used to forecast performance of processes. Managing labor pool liquidity Quantitative management of workflow (metrics and statistics) Operations review Consistency of outcome Resilient Happy Customers Forecasting (using out-of-the-box model Customer focus The engi neeri ng processes for completing metrics and instrumentation) different project types are well understood, What about developing the established and managed. Absence of heroics Happy Managers End-to-end workflow defined and WIP Agreement Projects make sure that their outcome meets limits (proper pull system) customer requirements and needs. Institutionalizati on of Risk review Flow Integrated project management practices are processes in place. Robust to personnel Issue and blocker management Transparency (corporate Risk management is performed at changes level) organizational level. Kanban Maturity Model? Report Service Level Capability. Capture Respect (customer level) Service Levels. Define and negotiate SLAs. STATIK workshops (kick starters that include stakeholder negotiations) Service Delivery Review Operations Review (initial) Repleni shment and Delivery planning meetings Improved service delivery (mura) - relieve unevenness of flow Multi-tier Kanban 4. Quantitatively Managed 3. Managed Einheit - unity of sense of purpose; alignment; shared vision, common customer focused goal End-to-end flow behaves as a team Classes of service Mul tiple project management The processes for completing different service types are well understood, established and managed. Service teams understand their capacity and availability levels. Service capacity and availabl ity is managed according to organization's strategy and based on data and data models. The causes for service incidents are analysed and resolved, and appropriate prevention actions are defined. Risk management is performed at organizational level. Patterns of Kanban, David J. Anderson, LKNA Defined 1. Emerging Consistency of Process Fragile Happy Workers Understanding of work item types to model Agreement (basic Basic project management practices are Types of services are defined and delivered. the workflow policies) established: project estimating, scheduling, A system for registering customer requests and budgeting, risk identification, monitoring and operating services is in place. control. Agreements with customers are establihsed and managed. Basic work management practices are established: work estimating, scheduling, budgeting, risk identi fication, monitoring and control. Managerial Heroics Per-person or single-team WIP limits Balance (team level) Completion of comittments (in terms of time, Completion of comittments (in terms of time, effort/cost) is revised periodicaly effort/cost) is revised periodicaly Lack of Make poli cies explicit (basic ones; more Transparency (team level) Indi vidual understand the role of processes Indivi dual understand the rol e of processes for institutionalizati on sophisticate ones appear at L3) for organizing and managing the work. organizing and managing the work. Fragile to personnel Muri - relieving the overburdening Understanding The processes are not necessarily adapted to The processes are not necessarily adapted to changes differnt types of projects differnt types of projects Respect (team level) Basic tool infrastructure to support Basic tool infrastructure to support process process work is in place. work is in place. Leadership ("Let's do something about it") Inconsistent behavior Extremely Fragile All stakeholders are Individual Kanban Ad-hoc processes and infrastructure Ad-hoc processes and infrastructure Individual Heroics dissatisfied Small group/team of people working in a Teams and individuals tend to overcommit Teams and individuals tend to overcommit and single activity. Collaborate to regularly and unmeet stakeholder expectations unmeet stakeholder expectations perform the same acti vity Visualization Kanban CMMI Profile, 2017

8 Advantages How to develop a useful maturity model? Disadvantages Actionable giudance Coversation and alignment around a shares understanding of a goal A framework for envisioning the future, the desired state, and defining improvement path Benchmarking organizational agility and fittnes-for-purpose Focus on compliance (with little thinking) Evolutionary or prescribed approach?

9 Kanban Maturity Model (KMM) Purpose To support the development of the following organizational capabilities Relief from overburdening Deliver on customer expectations Organizational agility Predictable economic outcomes and financial robustness Survivability

10 KMM: Maturity Levels 0. OBLIVIOUS 2. DEFINED 4. MANAGED QUANTITATIVELY 6. CONGRUENT An individual managing her own tasks Focus on finishing work with higher quality Reduce re-work Relief of overburdening. Teams Emerging definition of workflow, criteria of prioritization and decision making Work is still pushed into the system Initial understanding of workflow Consistently fit-for-purpose Focussed on improving economcic results Quantitative risk management Develop robustness against unforeseen events High Predictability Rapid response to customers Capability to reconfigure services Business is built-tolast Congruent and antifragile organization across different business contexts ML 0 ML 1 ML 2 ML 3 ML4 ML 5 ML6 1. EMERGING Group of individuals Inconsistent process and results High workload and stress Collaboration Work starts to be seen as a sequence of services 3. MANAGED Process, policies and decision framerworks are defined Processes followed consistently End-to-end workflow Customer expectations met Fit for purpose 5. OPTIMIZING Business is consistently fit-for-purpose Focus on optimizing efficiency and improved economic outcome String culture of continuous improvement Flexible definition of new services

11 Developing organizational agility and adaptability Market Business

12 KMM Architecture KANBAN MATURITY MODEL Practices Maturity Level Visualize Limit WIP Specific Practices General Marshall Options- Manage flow Make Policies Explicit Feedback Loops Improve & Evolve 0. Oblivious Core 1. Emerging 2. Defined 3. Managed 4. Quantitatively Managed 5. Optimizing 6. Congruent Transition Core Transition Core Transition Core Transition Core Transition Core Transition Core Depth of maturity Breadth of Kanban Transition practices: easy to introduce without meeting resistance once the previous level is achieved. Core practices: Together with the Transition practices complete the characteristics of the corresponding Maturity Level pattern.

13 Kanban Maturity Model

14 Kanban Maturity Model

15 All models are wrong. Some are useful - George Box We are committed to deliver a useful model. Your feedback is essential for this.

16 How to use the model? Kanban Coaches, Agile Coaches This a preliminary release! Feel free to validate it. Feeback will be appreciated. Guidance for leading customer s initiatives Appraise clients and identify improvement options Guide for discussion of governance and risks associated to an organizational change Define a roadmap for developing further organization s agility Project and service managers Pragmatic and actionable guidance on how to improve predictability meeting customer expectations focused team work. Executives Understand the value of KMM for their business Understand what is expected from the journey to enterprise agility Select appropriate Kanban level of implementation Define an improvement roadmap

17 Next steps Developing the Leadership extension Develop the ESP extension Develop an appraisal method and program Validate the KMM and the appraisal method

18 KMM Summary Purpose: Develop Enterprise scale agility Focus on business outcomes Target audience for the preliminary release: Kanban coaches Agile coaches Executives Project/Service Managers Revisions: the process will be announced soon How is KMM different Based on real experience with Kanban in different types of organizations and contexts Based on positive and negative experience with existing maturity models and methods 7 maturity levels Transition and Core levels Uses patterns of observable behavior Can be used todether with CMMI, other Project Management methods, BPMMs and Lean

19 Questions?

20 Thank you.

Teodora Bozheva Soluciones efectivas para empresas competitivas

Coaching Professional 15 de experiencia en mejora de procesos en base a

21 Teodora Bozheva Soluciones efectivas para empresas Lean Kanban University Accredited Kanban Trainer y Certified Kanban Coaching Professional 15 de experiencia en mejora de procesos en base a Lean, Kanban, CMMI, Six Sigma, prácticas ágiles. Más de 20 años de experiencia en gestión de proyectos en el dominio de desarrollo de software e industria. Instructora Certificada de CMMI Institute.

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

Kanban Maturity Model: What s in it for me? Teodora Bozheva, Berriprocess KMM Users Coach: I need relevant ideas to help my organization improve. Project/ Service Manager: I need appropriate practices