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Teodora Bozheva
Teodora@berriprocess.com
@tbozheva #kmm
Kanban Maturity Model:
What is in it for me?
@tbozheva #kmm
www.kanbanmaturitymodel.com
@tbozheva #kmm
KMM User Expectations
As a coach or change
agent I need relevant ideas
to help my organization
improve.
As ...
@tbozheva
The Kanban Maturity Model is a guide for developing
organizational maturity.
It is focused on evolving the pract...
Specific practices for
managing work and business
Practices and values
that evolve
organizational culture
Value for
the bu...
@tbozheva
• Individual oblivious to the need of
process and polices
• Main objective: cope with the high
workload
• Rudime...
@tbozheva
• Emerging process, still inconsistent.
• Emerging culture of transparency
and collaboration
• Business outcome ...
@tbozheva
• Work is seen as a service
• Focus on managing flow
• Consistent process: management
process, polices and decis...
@tbozheva
• Consistent process
• Manage upstream options. Triage
discipline
• Manage dependencies
• Classes of services
• ...
@tbozheva
@tbozheva
• The service becomes fit-for-
purpose from stakeholders
perspective
• Quantitative understanding of the
workflo...
@tbozheva
@tbozheva
• The business is entirely fit-for
purpose from stakeholders
perspective
• Optimizing for efficiency and
improve...
@tbozheva
• “Built to last”
• Double-loop learning
capabilities
• The entire business is
service-oriented and driven
by se...
@tbozheva #kmm
• What is the situation of my organization?
• Which practices are appropriate for them?
– Lead them to towa...
@tbozheva #kmm
Waiting on another team
(which does not use
Agile)
In other teams waiting is not
visualized.
Una organizaci...
@tbozheva
The organization from inside
Not unified criteria
for work prioritization
Mutual blockages
Waiting on other team...
@tbozheva
Where are they on KMM?
What to suggest to evolve them further?
@tbozheva #kmm
• Which is the status of the project/service that
we carry out?
• What blocks or delays the work?
• When wi...
@tbozheva
Appropriate practices
for managing projects
and services
@tbozheva #kmm
Customer response time(h)
(85% of the cases)
Service A B C
Request 3 4 6
Incident 5 6 8
Response time (h)De...
@tbozheva #kmm
• Is our business sustainable?
• Do we deliver more value to our customers in
shorter time?
• Do our custom...
Benefits for your
organization and
business
@tbozheva #kmm
Customer response time(h)
(85% of the cases)
Service A B C
Request 3 4 6
Incident 5 6 8
Amount of work (%) ...
@tbozheva
The KANBAN MATURITY MODEL
is designed to evolve
organizational agility
and fitness-for-purpose.
@tbozheva #kmm
Appropriate training courses
More information :
www.berriprocess.com
Team Kanban Practitioner
Become a Kanb...
@tbozheva #kmm
Teodora Bozheva
• Co-author of the “Kanban Maturity Model: Evolving Fit-for-
Purpose Organizations”
• 20+ y...
Thank you!
Teodora Bozheva
Teodora@berriprocess.com
KMM: What is it for me and my organization?
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KMM: What is it for me and my organization?

The presentation described the seven levels of the Kanban Meturity Model and based on real world examples explains how to use the model, if you are Agile or Kanban coach, project or service manager, as well as business owner.

KMM: What is it for me and my organization?

  1. 1. Teodora Bozheva Teodora@berriprocess.com @tbozheva #kmm Kanban Maturity Model: What is in it for me?
  2. 2. @tbozheva #kmm www.kanbanmaturitymodel.com
  3. 3. @tbozheva #kmm KMM User Expectations As a coach or change agent I need relevant ideas to help my organization improve. As a Business Manager I need to understand the benefits for my organization and business and track the improvements. As a Project/ Service Manager I need appropriate practices which allow me to meet customer expectations.
  4. 4. @tbozheva The Kanban Maturity Model is a guide for developing organizational maturity. It is focused on evolving the practices of managing work (in projects and services) and the development of culture of collaboration, customer service and business agility.
  5. 5. Specific practices for managing work and business Practices and values that evolve organizational culture Value for the business
  6. 6. @tbozheva • 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. @tbozheva • 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. @tbozheva • 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 Decoupled cadences & constant WIP Simple portfolio kanban
  9. 9. @tbozheva • 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 Earned Value portfolio visualization
  10. 10. @tbozheva
  11. 11. @tbozheva • 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. 12. @tbozheva
  13. 13. @tbozheva • 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. 14. @tbozheva • “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. @tbozheva #kmm • What is the situation of my organization? • Which practices are appropriate for them? – Lead them to towards their purpose – Avoid overreaching – Avoid a false summit plateau. • How to motivate the change? • What cultural values enable the adoption of the new practices? • What indicates that the organization has evolved? @tbozheva As a coach or change agent I need relevant ideas to help my organization improve.
  16. 16. @tbozheva #kmm Waiting on another team (which does not use Agile) In other teams waiting is not visualized. Una organización, 9 meses después de empezar su transformación Agile All the teams use Agile practices. Is this organization Agile?
  17. 17. @tbozheva The organization from inside Not unified criteria for work prioritization Mutual blockages Waiting on other teams managed ad-hoc Lack of visibility of status of work at multiple-projects and services level Lack of focus on flow team E Domain Expert R Project Responsible Staffer Human Resource Manager E E ERR Very centralized management Teams with limited autonomy
  18. 18. @tbozheva Where are they on KMM? What to suggest to evolve them further?
  19. 19. @tbozheva #kmm • Which is the status of the project/service that we carry out? • What blocks or delays the work? • When will we deliver? • What risks do we face? What is their potential impact? • How can we accelerate development? • How to manage shared services? @tbozheva As a Project/ Service Manager I need appropriate practices which allow me to meet customer expectations.
  20. 20. @tbozheva Appropriate practices for managing projects and services
  21. 21. @tbozheva #kmm Customer response time(h) (85% of the cases) Service A B C Request 3 4 6 Incident 5 6 8 Response time (h)Demand and capability (Jan-2017) In-progress Closed Open
  22. 22. @tbozheva #kmm • Is our business sustainable? • Do we deliver more value to our customers in shorter time? • Do our customers demonstrate a better perception about our services? • Can we improve out service levels? • Can we respond to additional demand with our current capability? • How do we know that the organizational culture has changed? @tbozheva As a Business Manager I need to understand the benefits for my organization and business and track the improvements.
  23. 23. Benefits for your organization and business
  24. 24. @tbozheva #kmm Customer response time(h) (85% of the cases) Service A B C Request 3 4 6 Incident 5 6 8 Amount of work (%) per client (Feb-Jun-2018) Amount of work (%) per type (Feb-June 2018)
  25. 25. @tbozheva The KANBAN MATURITY MODEL is designed to evolve organizational agility and fitness-for-purpose.
  26. 26. @tbozheva #kmm Appropriate training courses More information : www.berriprocess.com Team Kanban Practitioner Become a Kanban Management Professional Kanban System Design Kanban Management Professional Become a Kanban Coaching Professional Kanban Maturity Model: Evolving fit-for-purpose organizations Kanban Leadership Management Masterclass Become a Kanban Lead Appraiser KMM Lead Appraiser edu.leankanban.com Special training offer: • Lean Kanban India - Sep 2018 • Bilbao, Spain – Oct 2018 • Seattle, USA – Nov 2018
  27. 27. @tbozheva #kmm Teodora Bozheva • Co-author of the “Kanban Maturity Model: Evolving Fit-for- Purpose Organizations” • 20+ years of experience in project management, leading software development projects of different size and complexity. • Coaching and teaching Kanban since 2012. • Working with companies in different domains: software development, IT services, bank, industry, communication media. • Her clients improve predictability and delivery time of their projects and services as well as their alignment around the purpose of their business. teodora@berriprocess.com @tbozheva www.berriprocess.com
  28. 28. Thank you! Teodora Bozheva Teodora@berriprocess.com

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