Lean Kanban India 2019 | Pragmatic, actionable, evidence-based guidance: Why we need the Kanban Maturity Model! | David Anderson

Copyright David J Anderson School of Management Inc Email: dja@djaa.com
David J Anderson
June 2019
Pragmatic, actionable, evidence-based
guidance:
Why we need the Kanban Maturity Model

UK Wastes Billions Every Year
On Failed Agile Projects
“more than half of CIOs think the agile methodology is
now discredited, while three quarters aren't prepared to
defend it as a way of completing projects anymore.
Additionally, half of CIOs think agile processes are just
an IT fad”
http://www.itpro.co.uk/strategy/28581/uk-wastes-billions-every-year-on-failed-agile-projects

These failures are
usually defended by
a litany of excuses

Our enterprise Agile transition
would have produced meaningful
results…

If only…

We had senior executive
support!

People didn’t resist change!

There was more trust!

We had better KPIs

Teams were willing to
collaborate with each other

We had more leadership

We had fewer dependencies

Customers were more
responsive

If only…
We could prioritize better
We had better, finer-grained stories
We had direct access to customers
Priorities didn’t change so frequently
Planning wasn’t so painful

If only…
We didn’t measure the wrong things
We were organized differently
We had t-shaped people
We had true cross-functional teams
We had capacity when we needed it

Let’s get everyone together
and hold a facilitated
discussion!

If only facilitated discussions
actually fixed any of these
problems

Pragmatic, actionable,
evidence-based guidance…

#NoWishfulThinking

People need to know
what to do!

And have the confidence that
suggested actions will work

#NoReorganization

Start where you are, and
evolve

Reorganization often…
isn’t pragmatic
isn’t actionable
is unpopular
is resisted
causes long delays

#NoFunkilyNamedOrganizationalUnits

Start where you are, and
encourage better alignment
and collaboration between
groups

Not…
“first reorganize into pods,
squads, chapters, flocks,
herds, packs, or mobs”

#NoNewIdentities

“No one gets a new role,
responsibilities or job title”

Not…
“first send everyone on a
2-day training course, and
hope they come back changed
because we forced a new title
upon them”

“People do not resist change,
they resist being changed!”
Peter Senge

Forced identity change, while
actionable, is likely to invoke
passive-aggressive resistance

So we need better, more
pragmatic, actionable,

What has the Kanban
community recommended?

Hire a Kanban Coaching
Professional (KCP)!!!

Why?

KCPs are capable of coaching
a business unit (150-600 people)
to a full Kanban
implementation enabling
significant business agility

KCPs can take a business unit
to Maturity Level 3 & beyond

KCPs know how to drive
evolutionary change

Evolutionary Change in Action

Evolutionary Change in Action
Formula for evolutionary
change …
▪ Stressor
▪ Reflection Mechanism
▪ Leadership

KCPs understand identity
and how it affects
resistance to change

Evolutionary Leadership
The last thing IBM
needs now is a
new strategy

Revolutionary Leadership
Carly Fiorina
We need to buy
Compaq!
We need to be no.1!

V’ger Concept
What lies at the heart of your business?
Microsoft (since 1975)
IBM (in 1975)
Hewlett-Packard (until 2016)
Motorola
Motley Fool
Yahoo! (until Marissa Mayer and sale to
Verizon)

KCPs know how to describe
culture and affect sociology

Social Entropy
Justin
Bieber

Pro movement is tighter, Anti movement is weaker

Sociological Assessment
SocialCapital
SocialCohesion
High
Trust
Low
Trust
Loose
Tight
SocialInnovation
Conservative
Liberal
Easier to
make change
Harder to
make change

Cultural Values
• Achievement
• Acts of Leadership
• Transparency
• Collaboration
• Customer awareness
• Evolutionary Change
• Understanding
• Respect
• Agreement
• Balance
• Customer Service
• Leadership Development
• Purpose
• Regulatory Compliance
• Competition
• Customer Intimacy
• Experimentation
• Social Mobility
• Diversity
• Tolerance
Maturity Level 0 - 2 Maturity Level 3 - 4 Maturity Level 5 - 6

Tribal Behavior Assessment
Source: Ray Immelman

KCPs know how to motivate
change and have a playbook
of means to avoid and
overcome resistance

Grey Squirrel displaces Red Squirrel

Marginalization of Red Squirrel
Source: http://followflatty.weebly.com/squirrels-distribution.html

Escalating strategies for change
Avoid the rock (identity & culture-related sources of resistance)
Grey Squirrel – Red Squirrel
Emotional engagement (System 1 exposure)
Galapagos Island (isolation)
Alpha Geek
Coached identity change
Invoke a stronger emotion
Never waste a good punctuation point
Create your own punctuation point

“There is no such thing as
bad weather, only
inappropriate clothing”
Northern European Proverb

bad Kanban, only
inappropriate practices!”
Kanbanland Proverb

KCPs know how to guide
managed evolution, they
know when to recommend
appropriate practices!

KCPs come rich with metaphors

So, Hire a Metaphor-enabled
KCP…
And you’ll be sorted!

Wonderfully simple, yet…
self-serving
lacking pragmatism

So, we still need better, more
pragmatic, actionable,

We needed to do better!
We needed to democratize
the chances of success when
pursuing enterprise agility

Kanban Maturity Model
In April 2018 we
launched the
Kanban Maturity
Model beta
program, together
with its companion
book
The KMM is the core
coaching tool to guide
selection of appropriate
Kanban practices as
stressors and feedback
mechanisms

We needed to codify a
playbook of what KCPs know
and make it available to a
broad audience

The Kanban Maturity Model
maps ~150 practices against
7 levels of organizational &
leadership maturity

The Kanban Maturity Model is
descriptive & based on
12 years of real-world
observations and
documented case studies

“These are probably the only
agile consultants that do not
push their own unique jargon
and solutions. Because they
know what they are doing.”
Carl ( verified purchase on amazon.com)

“The Kanban Maturity Model
is Agile for Adults”
Amanda Varella

exists to provide actionable
guidance

Given where you are, the
KMM suggests what you can
and should do next

KMM is based on 12 years of
real world case studies,
observed behavior, outcomes
and empirical evidence

provides your roadmap to
enterprise agility

The KMM provides the ladder
to resolve structural tension
between “where we are now”
and “where we want to be”

What is the maturity level of this organization?

ML2 –> ML3

KMM Evolutionary Change Model

Equilibrium

KCP may be needed to consolidate to next level

Tails of Transition:
ML1 – ML2

Problem Statement
“Every team reports that they deliver
on their commitments but I know that
customers are waiting longer than 6
months for delivery”
agile coach,
internet equipment manufacturer

Maturity Level 1 - Team Kanban Boards
Backlog
F
E
G
D
Next Done
3
In-progress
3∞ ∞
GY
PB
DE

Diagnosis
Lack of service-orientation
Localized metrics & objectives
No customer recognizable work items
Lack of collaboration across service-
delivery workflow

Recommendations
Implement:
STATIK
Customer recognizable work item types
Service-oriented workflow board
System Capability Review

Maturity Level 2 – Aggregated Team Kanban Board
Ready for
Customer
Pool
of
Ideas
F
E
I
Next
Mobile UI
Dev
G
D
GY
PB
DE MN
5
3
P1
AB
Ongoing
Platform
Enhancement
API Development
Done Ongoing Done
3 3
Team 1 Kanban
∞ ∞ ∞
Team 2 Kanban
Team 3 Kanban

ML2 – ML3

Problem Statement
“I haven’t looked at the lead time
chart in months”
software development manager,
telecom equipment manufacturer

Diagnosis
Is the “service delivery manager
role present?
Are customer expectations
understood & communicated?
Is there service delivery review
happening?

Additional questions
Is there any blocker management?
Is blocker likelihood and impact
being reported?
Is there a risk review?
Is the lead time distribution thin
or fat-tailed?

Recommendations
Implement:
Service Delivery Manager Role
Service Delivery Review
Blocker Metrics
Risk Review
Customer Expectation Fitness Criteria

ML3 – ML4

Problem Statement
“We just put out a release on
time, met our commitments, but
our product management team,
reacted with WTF is this?”
software development manager,
mobile application, Berlin

Diagnosis
Work items weren’t meaningful and
understood by customers
A-synchonous commitment
Pull from partially committed
“buffer”, no replenishment meeting

Recommendations
Implement:
2-tiered Kanban Board
New coarse-grained work item type
Synchronous commitment
Full replenishment meeting with customers
present, & synchronous commitment
Customers commit to coarse-grained work items

Where did we start?

If only there was a way to
avoid the need for senior
executive support?

If only there was a way to
avoid or overcome resistance
to change?

If only there was a means to
build more trust?

If only we had better KPIs?

(via Fit For Purpose Framework)

If only we had a way to
encourage teams to
collaborate with each other?

If only we had more
leadership?

(KMMX Leadership Practices)

If only we had fewer
dependencies?

(incorporating Enterprise Services Planning)

If only customers were more
responsive?

Enterprise Services Planning

bad Kanban, only
inappropriate practices!”
Let the KMM be your guide!

Thank you!

About
David Anderson is an innovator in
management thinking for 21st Century
businesses. He leads a training, events,
licensing and publishing business making
new ideas accessible to managers across
the globe.
He has 30+ years experience in the high technology
industry and has worked at IBM, Spint PCS, Motorola
and Microsoft as well as several startups
David is the pioneer of the Kanban Method, Kanban
Maturity Model, Fit For Purpose Framework and
Enterprise Services Planning.
He is the author of 6 books, the most recent being Fit
For Purpose – How Modern Businesses Find, Satisfy &
Keep Customers 2nd Edition.
David is CEO of David J Anderson School of
Management, a private business school with locations
in Seattle, USA and Bilbao, Spain.

Lean Kanban India 2019 | Pragmatic, actionable, evidence-based guidance: Why we need the Kanban Maturity Model! | David Anderson

Recommended

Recommended

More Related Content

Similar to Lean Kanban India 2019 | Pragmatic, actionable, evidence-based guidance: Why we need the Kanban Maturity Model! | David Anderson

Similar to Lean Kanban India 2019 | Pragmatic, actionable, evidence-based guidance: Why we need the Kanban Maturity Model! | David Anderson (20)

More from LeanKanbanIndia

More from LeanKanbanIndia (20)

Recently uploaded

Recently uploaded (20)

Lean Kanban India 2019 | Pragmatic, actionable, evidence-based guidance: Why we need the Kanban Maturity Model! | David Anderson