Session Title : Appraising Agility - the KMM way

1. Appraising Agility – The KMM
Way
(Overview of the Kanban Maturity Model)
David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com
Created by
David J Anderson, Teodora Bozheva
Presenter
Amit Kaulagekar

2. David Anderson | dja@leankanban.com Official Licensed Material Copyright Lean Kanban Inc.Teodora Bozheva | Teodora@berriprocess.com
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.

4. David Anderson | dja@leankanban.com Official Licensed Material Copyright Lean Kanban Inc.Teodora Bozheva | Teodora@berriprocess.com
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.

5. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com
1. Managing work and
business
2. Culture and
leadership focus
3. Organiza-
tional and
business
outcome

6. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com

7. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com
• 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

8. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com
• 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

9. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com
• 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

10. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com
• 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

11. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com
• 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

12. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com

13. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com
• 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

14. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com

15. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com
• “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

16. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com
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

17. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com
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.

18. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com
• 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 …

19. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com
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

20. David Anderson | dja@leankanban.com Teodora Bozheva | Teodora@berriprocess.com