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LKCE19 Oliver Finker - Wardley Mapping meets the Kanban Maturity Model

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Based on empiricism and many case studies, the Kanban Maturity Model offers organizations pragmatic guidance about which of about 150 sub-practices within the Kanban method are aligned with their organizational maturity levels. It maps those practices to observable business outcomes using seven levels of maturity and aids evolution of processes. When it comes to evolution, Wardley Maps can show the state of evolution of components within a value stream in relation to a predefined anchor and helps with gaining situational awareness. In my talk I will show how Wardley Maps and the Kanban Maturity Model overlap and how you can use both in combination to assess how to choose appropriate methods and practices for the context you’re in.

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LKCE19 Oliver Finker - Wardley Mapping meets the Kanban Maturity Model

  1. 1. Lean Kanban Central Europe 2019 Wardley Mapping meets the Kanban Maturity Model Wednesday, 06 November, 2019, 14:10-14:40 Oliver Finker (Xing, LinkedIn) @ofinker (Twitter) Mapping technique, Doctrine, Climactic Patterns & Cheat Sheet are from Simon Wardley, CC BY-SA 4.0
  2. 2. Olga/ Олька - And How Mismatched Are You? 3 (CC BY-ND 2.0)
  3. 3. Okay Yaramanoglu – Graduation Day (CC BY-NC-ND 2.0)
  4. 4. Translation: „It is especially worth mentioning that Mr. Finker played a significant role in the introduction of the Kanban Method in the Digital Media unit and that the project could be completed with such a big success.“
  5. 5. Immediate Response • What do you mean by „project“? • What do you mean by „completed“? • What do you mean by „a big success“?
  6. 6. Banalities – Mind the Gap (CC BY 2.0)
  7. 7. Perception Gap My perception Organizational perception Pull There‘s still work being pushed into the system We pull everything! Flow Could be improved Everything is flowing! WIP Limits Fewer exceptions would be good… Why would we limit how much we achieve? We are overachievers! Scope This should change the way we align ourselves to the market It is just one side project and not as important as making money! Progress We‘ve only just begun We are clearly done here! Improve Continously… Stop when it hurts.
  8. 8. I see, yet another maturity model. Hernán Piñera – Odio / Hate (CC BY-SA 2.0)
  9. 9. KMM suggests two failure modes 1. A too advanced Kanban implementation may lead to organization choking on it. Everything was better before. Go away. 2. We‘ve done Kanban, things are doing fine, thank you, now we‘re off to the next thing. A possible sign of a too simple approach.
  10. 10. David J. Anderson & Teodora Bozheva - www.leankanban.com
  11. 11. Scott Beale – Culture (CC BY-NC-ND 2.0)
  12. 12. STRATEGY Heidi Uusitorppa – Continental Breakfast at Water Rats (CC BY-NC 2.0)
  13. 13. Scientific Method Marco Hazard – Female Scientist (CC BY-SA 2.0)
  14. 14. The experiment 1. Formulate a question ➔ Is the KMM applicable here? 2. Hypothesis ➔The mismatch is caused by at least one cultural factor 3. Prediction ➔ A series of Wardley Maps will lead us to the reason for inertia 4. Testing ➔ If we introduce a new practice in a „safe“ area, it should not meet resistance 5. Analysis ➔ Talk about it at a conference
  15. 15. In Detail… • If Kanban is an evolutionary approach… • …and a Wardley Map shows evolution of components… • …and the speed of evolution is negatively impacted by inertia… • …I should be able to identify both the component and the inertia on the map… • …and the answer should be associated with „culture“
  16. 16. Roderick Eime – Deep Ocean Expeditions – CC BY-ND 2.0
  17. 17. ValueChain Evolution MorevisibleLessvisible Genesis Custom Built Product (+ Rental) Commodity (+ Utility) IndustrializedUncharted CUSTOMER TECH NEWS ARTICLE JOURNALISTIC CONTENT WEBSITEAPP WHATSAPP CMS BACKEND POWER HOSTING
  18. 18. ValueChain Evolution MorevisibleLessvisible Genesis Custom Built Product (+ Rental) Commodity (+ Utility) IndustrializedUncharted Development1 CUSTOMER TECH NEWS ARTICLE JOURNALISTIC CONTENT WEBSITEAPP WHATSAPP CMS BACKEND HOSTING POWER
  19. 19. ValueChain Evolution MorevisibleLessvisible Genesis Custom Built Product (+ Rental) Commodity (+ Utility) IndustrializedUncharted Development1 CUSTOMER FREE TECH NEWS ARTICLE JOURNALISTIC CONTENT WEBSITEAPP WHATSAPP CMS BACKEND POWER ADS Sales Opportunities2 HOSTING
  20. 20. Learning 1 • What we are mainly doing has basically nothing to do with what the customer wants. • And lots of what we do is really far down the value chain. Why are we even doing that? • Be honest with yourself and map the real value chain!
  21. 21. ValueChain Evolution MorevisibleLessvisible Genesis Custom Built Product (+ Rental) Commodity (+ Utility) IndustrializedUncharted Development1 COMPANY MAKE REVENUE JOURNALISTIC CONTENT WEBSITEAPP WHATSAPP CMS BACKEND HOSTING POWER ADS DIFFERENT CHANNELS Make Money2 What is the Purpose of Kanban here? USERS
  22. 22. Learning 2 • The introduction of the Kanban method seems to be partially misaligned with what we‘re doing. • But what is its real purpose then? • Be honest with yourself and map the real value chain – using social capital!
  23. 23. ValueChain Evolution MorevisibleLessvisible Genesis Custom Built Product (+ Rental) Commodity (+ Utility) IndustrializedUncharted
  24. 24. ValueChain User Perception MorevisibleLessvisible Different / Confusing / Exciting / Surprising Leading edge / Emerging Common / Disappointed if not used or available Standard / Expected IndustrializedUncharted UPPER TIER MANAGEMENT DELIVER ON CUSTOMER EXPECTATIONS ORGANIZATIONAL AGILITY SURVIVABILITY PREDICTABLE ECONOMIC OUTCOME FINANCIAL ROBUSTNESS RELIEF FROM OVERBURDENING PLANNING RESSOURCES (MOSTLY HUMAN) REPORTING COST CUTTING Needs most visible to upper tier management What others have to deliver SURVIVAL RISK RUNNING DEFICIT HIGH UNCERTAINTY Give me Kanban!! This is a bit weird.?
  25. 25. Learning 3 • Let the map reflect what we care about • Kanban implementation clearly not what was bargained for • Difference between expectations and communication • Don‘t stop now and investigate further where the source of weirdness is
  26. 26. ValueChain Rigidity (Low Stress) MorevisibleLessvisible Questioning the Status Quo Inconvenient Needs Improvement Expected Satisfactory Exemplary Aura of Success IndustrializedUncharted PERSON IN CHARGE PERCEIVED SUCCESS DELIVER ON EXPECTATIONS ON BUDGET ON TIME COST CUTTING CAN DO ATTITUDE ADAPTIBILITY DIPLOMACY PRESTIGE AUTHORITY CONTROL BEING RIGHT TRANSPARENCY ACCEPTING NEW WORK CO-OPS PRIORITY CHANGE EMPLOYEE RETENTION TRAINING NEW TECH + board + meetings + visualization + metrics + urgent + service classes + priority queue + relief from overburdening + forecasting + agility + Kanban + improve + clarity - flow efficiency - blockers - wip limits - poor metrics - policies - reviews - fail culture - self organization - commitment - awakening - saying no - stressor Fear, Uncertainty, Doubt
  27. 27. We need to address needs • Transparency can be threatening in the wrong hands • Limiting WIP must not endanger the person in charge • Commitments can have serious consequences for people • Handling external blockers can be seen as interfering
  28. 28. • Dealing with politics is annoying but a reality • Strict policies can take away the flexibility needed for bargaining and diplomacy • Making failure visible with open feedback loops is a big stressor • Start with what you are doing now means: include the dysfunctions present in the system
  29. 29. KMM Maturity Level 2 – „Defined“ “There may not be a full understanding of who the customer is or why they have requested the work. This is most often true for shared and internal services that lack visibility to the end customer and the motivation or purpose behind a work request or the risks associated with that work or its delivery.” “As a consequence, there may be an observable lack of alignment among teams and interdependent service workflows. This affects the consistency of service delivery as seen by the customer.” “A basic understanding and definition of the workflow is developed. Nevertheless, work tends to be pushed into the process because policies are not strong enough or sufficiently internalized as to prevent it.” “There is little observable capability to prioritize work. Priority, if it exists, may be superstitious, political, or simplistic, such as first-in-first-out.” “The process, system, or value stream tends to be overburdened. There is a tendency to say “yes” to everything or too many things and an inability to balance demand against capability.”
  30. 30. A B C 6 5 4 Puts blame on people (responsible for the rules)
  31. 31. A B C Aquarium Aviary Rodents Predators Puts blame on the system, not the people
  32. 32. Acceptance • We surmised that introducing a practice that is less threatening would not be met by resistance • The implicit WIP Limit is still in place and even seen as a key feature • It‘s even used to select (or postpone) matching options further upstream
  33. 33. Verdict • We found the problem by digging deeper into the landscape • The results match what the KMM suggested • First, we encountered resistance and pushback caused by overreaching • Afterwards, we coped with that, pulled back, got acceptance but topped out early
  34. 34. Melanie Shaw – Honesty (CC BY-ND 2.0)

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