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Agile Mumbai 2019 Conference | Appraising Agility - the KMM way | Amit Kaulagekar


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Session Title : Appraising Agility - the KMM way

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Agile Mumbai 2019 Conference | Appraising Agility - the KMM way | Amit Kaulagekar

  1. 1. Appraising Agility – The KMM Way (Overview of the Kanban Maturity Model) David Anderson | Teodora Bozheva | Created by David J Anderson, Teodora Bozheva Presenter Amit Kaulagekar
  2. 2. David Anderson | Official Licensed Material Copyright Lean Kanban Inc.Teodora Bozheva | KMM helps to eliminate the two failure modes in Kanban implementations: • Overreaching causing an aborted start • False summit plateaus and failure to realize full benefit. It provides descriptive, evidence-based guidance developed from studying 10+ years of Kanban implementations in firms small to extremely large across five continents and many industries.
  3. 3. David Anderson | Official Licensed Material Copyright Lean Kanban Inc.Teodora Bozheva | KMM emerged to respond to the following needs: Kanban coach Business Manager Product/Service Manager • Evolve organization’s intrinsic agility, not only adopt Agile. • Build a culture of transparency, collaboration and unity around a common purpose. • Improve business performance. • Develop a quantitative understanding of the demand they serve and their organization’s capability in order to succeed in changing business environment. • Measure and track progress of organization’s transformation. • Take control over the workflow. Identify and resolve problems quickly • Relief from overburdening. • Be able to answer hard predictability-related questions with confidence. • Manage changing demand successfully. • Deliver on customer expectations. • Get a better understanding of the current state of their organization • Find appropriate practices to guide organization’s evolution avoiding overreaching and false summit plateau. • Foster cultural values that enable the adoption of the appropriate Kanban practices.
  4. 4. David Anderson | Teodora Bozheva | 1. Managing work and business 2. Culture and leadership focus 3. Organiza- tional and business outcome
  5. 5. David Anderson | Teodora Bozheva |
  6. 6. David Anderson | Teodora Bozheva | • Individual oblivious to the need of process and polices • Main objective: cope with the high workload • Rudimentary instrumentation • Business outcome totally depends on individual’s skills and knowledge Personal kanban
  7. 7. David Anderson | Teodora Bozheva | • Emerging process, still inconsistent. • Emerging culture of transparency and collaboration • Business outcome still depends on individual’s skills • Metrics focused on individuals Aggregated personal kanban Team kanban
  8. 8. David Anderson | Teodora Bozheva | • Work is seen as a service • Focus on managing flow • Consistent process: management process, polices and decision- making frameworks defined. • Inconsistent outcome • Some metrics are in place, but not linked to customer expectations Simple portfolio kanban
  9. 9. David Anderson | Teodora Bozheva | • Consistent process • Manage upstream options. Triage discipline • Manage dependencies • Classes of services • Actionable metrics • Consistent outcome • The service is fit-for purpose Upstream-downstream kanban Aggregated Team Kanban board
  10. 10. David Anderson | Teodora Bozheva | • The service becomes fit-for- purpose from stakeholders perspective • Quantitative understanding of the workflow • Focus on early risk identification and hedging • Capability to manage shared resource and fluctuating demand Capacity allocation across services
  11. 11. David Anderson | Teodora Bozheva |
  12. 12. David Anderson | Teodora Bozheva | • The business is entirely fit-for- purpose from stakeholders perspective • Optimizing for efficiency and improved economic results • Continuous improvement culture in place • Robust to antifragile business Staff liquidity visualization
  13. 13. David Anderson | Teodora Bozheva |
  14. 14. David Anderson | Teodora Bozheva | • “Built to last” • Double-loop learning capabilities • The entire business is service-oriented and driven by service delivery. • Consistent alignment • Revising the company strategy • Continually fit for purpose
  15. 15. David Anderson | Teodora Bozheva | KMM ML1 to ML4 develop organizational agility 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 TeamOrganization
  16. 16. David Anderson | Teodora Bozheva | Business agility is about… • The ability to operate in uncertain environment • Uncertainty coming from customers, market, technologies, or product/service complexity • The ability to shift focus quickly without interrupting the flow of delivering value to the customers.
  17. 17. David Anderson | Teodora Bozheva | • Quick feedback from the environment • Ability to understand and analyze current situation • Ability to make quick decisions and execute them • Ability to align the organization around the common purpose Business agility is based on …
  18. 18. David Anderson | Teodora Bozheva | KMM ML4 to ML6 support the development of business agility OrganizationBusiness 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
  19. 19. David Anderson | Teodora Bozheva |