kanban - the alternative path to agility

92
Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc. Kanban the alternative path to agility How do Bruce Lee, a Red Squirrel & a London Taxi relate to business survivability? David J. Anderson Chairman, Lean Kanban Inc Capability Counts Alexandria VA, May 2017

Upload: david-anderson

Post on 22-Jan-2018

702 views

Category:

Leadership & Management


0 download

TRANSCRIPT

Page 1: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Kanbanthe alternative path to agility

How do Bruce Lee, a Red Squirrel & a London Taxi

relate to business survivability?

David J. AndersonChairman, Lean Kanban Inc

Capability CountsAlexandria VA, May 2017

Page 2: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

What do we mean by agility?

Page 3: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Capability Optionality

Agility

What do we mean by “agility”?

Page 4: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Maximum optionality

Page 5: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Agility = Capability x Optionality

SkillsExperienceCapacity

# Options x Frequency of decision making

Page 6: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Bruce Lee’s Journey in Martial Arts

Page 7: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Bruce Lee rejected traditional teachingand styles of Chinese martial arts

There are some parallels in the story of Bruce Lee and the emergence of his approach to Kung Fu

Lee rejected the idea of following a particular style of Chinese Martial Arts

Page 8: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Snake

Monkey

Mantis

Tiger

Kung Fu Panda simplified the art to only five styles

Crane

Page 9: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

There are in fact very many styles…

Page 10: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

“Dry land swimming” provides a false sense of capability

The only way to learn is to train with a live opponent

Lee rejected the many styles of martial arts for various reasons, mainly that they gave the practitioners a false sense of capability, putting them at risk in real combat situationsHe was against Kata (learning patterns without an opponent) and described them in derogatory terms such as "dry land swimming.“

Page 11: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Lee believed he had to train martial artists to adopt an adaptive style of fighting – to inherently know how to

modify their tactics in response to the competitive threat

Page 12: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Kanban rejects the idea of defined Agile “methodologies”!

Page 13: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Lee wanted to start from first principles and core concepts

Four ranges of combat

• Kicking

• Punching

• Trapping

• Grappling

*Apparently still called the Five Ways, there are actually now six **with the later inclusion of SAA**The fact that The Five Ways has six elements is evidence of evolution in action***Incorporated core ideas such as "center line" and single fluid motion from Wing Chun and parrying from Epee Fencing********Not a Chinese Martial Art and hence evidence of "no limitation as limitation"

Five* Ways of Attack***• Single Direct Attack (SDA)• Attack By Combination (ABC)• Progressive Indirect Attack

(PIA)• (Hand) Immobilization Attack

(HIA)• Attack by Drawing (ABD)• Single Angle Attack (SAA)

Page 14: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

The Kanban Method

General Practices

1. Visualize (with a kanban board 看板)

2. Limit work-in-progress (with kanbanかんばん)

3. Manage flow

4. Make policies explicit

5. Implement feedback loops

6. Improve collaboratively, evolve experimentally

(using models & the scientific method)

Page 15: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Lee’s approach still needed a name

He named his approachJeet Kune Do - the way of the intercepting fist - after one of the practices taught in his method

He was quick to point out that it was just a name, a way of communicating a set of ideas. He was passionate that practitioners shouldn't get hung up on the name or the inclusion of any one move or action.

Page 16: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Kanban is just a name!

The Kanban Method is named for use of kanban systems

- a single practice within a wider philosophy of evolutionary process

development

Page 17: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Jeet Kune Do

Using no way as way

Having no limitation as limitation

Page 18: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Kanban – follow your own path to agility!

Kanban is the Agile method without a “methodology”!

There is no defined Kanban Process!

Page 19: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Jeet Kune Do encourages development of a uniquely personal style

a framework from which to pick & develop a personal style

an evolutionary approach where adoption of maneuvers is learned & reinforced by training with an opponent

Nothing was sacred

"absorb that which is useful“

discard the remainder

Page 20: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Training with an opponent provides the core feedback loop to drive adaptation

Lee pursued ever more elaborate approaches to protected real combat training to enable the closed loop learning that was core to the evolutionary nature of JKD

Page 21: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Kata are not adaptive

In comparison with JKD, patterned styles of martial arts taught with "kata" were open loop and not adaptive. There is no adaptation of style from practicing kata. Instead you must follow the style precisely.

Page 22: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

The Kanban Method

Change Management Principles

1. Start with what you do now Understanding current processes, as actually practiced

Respecting existing roles, responsibilities & job titles

2. Gain agreement to pursue improvement through evolutionary change

3. Encourage acts of leadership at all levels

Page 23: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Kanban

Page 24: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

What is a kanban system?(かんばん)

Page 25: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

A Kanban Systems consists of “kanban” (かんばん) signal cards in

circulation

Page 26: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

What are kanban systems good for?

Deferred commitment – “just-in-time”, “last responsible moment”

Limiting work-in-progress – focus on quality workmanship

Reducing delay

Less inventory, less work queuing

Improved “flow efficiency”

Shorter & more predictable lead times

Implication: If you suffer from over-committing, committing too early, poor quality or long & unpredictable delivery times, kanban systems will help

Page 27: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Kanban systems are a point solution

Like the “incepting fist” maneuver, you use kanban systems for specific reasons

However, it turns out that limiting WIP creates stress that catalyzes the evolutionary process

Limiting WIP provokes conversation about why work isn’t flowing in an optimal fashion

Page 28: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

The Kanban Method– an alternative path to agility!

Page 29: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

You are part of a professional services business!

An ecosystem of professionals providing interdependent services, often with complex dependencies.

Professional

Service

organizations

build intangible

goods

Page 30: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Seeing Services

Learn to view what you do now as a set of services (that can be improved):

Service-orientation Paradigm…

• Creative & knowledge work is service-oriented

• Services have a requestor who both requests a product or service and accepts or acknowledges delivery of the finished item or condition

• Service delivery may involve workflow

• Workflow involves a series of knowledge discovery activities

• The way in which a request is treated defines its class of service

Page 31: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Treat each service separately

Dem

and

ObservedCapability

Dem

and

Dem

and

ObservedCapability

ObservedCapability

Page 32: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Kanban Cadences

StrategyReview

RiskReview

Monthly

ServiceDeliveryReview

Bi-WeeklyQuarterly

KanbanMeeting

Daily

OperationsReview

Monthly

Replenishment/Commitment

Meeting

Weekly

DeliveryPlanningMeeting

Per delivery cadence

change change

change

change

change

change

change change

change

info

info

info

info

info

infoinfo

info

info

change info

Focus on Service Delivery

Driving improvement…

Higher level management function

Page 33: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Organizational Improvements Emerge

Page 34: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

FF

OM

NK

J

I

Pull

For each service implement a Kanban “pull” system

Ideas

D

DevReady

G

5Ongoing

Development Testing

Done

3 3

TestReady

5

F

B

CPull

Pull

*

There is capacity here

UATReleaseReady

∞ ∞

Pulling work from development will create capacity here too –

the pull signals move upstream!

Now we have capacity to replenish our ready

buffer

Kanban has been called “Iterationless” Agile. Batches of

work are replaced with continuous flow of work

Page 35: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Commitment is deferred

ED

Commitment point

FF

FFF

F F

G

Pull

Wish to avoid aborting after commitment

IdeasDev

Ready

5Ongoing

Development Testing

Done

3 3

TestReady

5

UATReleaseReady

∞ ∞

We are committing to getting started. We are certain we want

to take delivery.

Ideas remain optional and (ideally) unprioritized

Kanban implements the Lean principle of “just in time”

through the practice of deferred commitment

Page 36: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

TestReady

FF

FFF

F F

Decoupled Cadence Improved Optionality

EG

D

Replenishment

Discarded

I

Pull

IdeasDev

Ready

5Ongoing

Development Testing

Done

3 35

UATReleaseReady

∞ ∞

The frequency of system replenishment should reflect arrival rate of new

information and the transaction & coordination costs of holding a meeting

Lead time

The frequency of delivery should reflect the transaction & coordination

costs of deployment plus costs & tolerance of customer to take delivery

Delivery

For software development skill in configuration management is an enabling capability for Kanban

Page 37: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Agility = Capability x Optionality

SkillsExperienceCapacity

# Options x Frequency of decision making

Page 38: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Delivery Capability has 3 Dimensions

Service Delivery Agility

Commitment frequencyLead TimeDelivery

Frequency

Lea

d T

ime

Short

Long

Del

iver

y

Service Delivery Agility

Com

mitm

ent

Frequent

Seldom

Frequent

Seldom

MoreAgile

LessAgile

Kanban system dynamics

Page 39: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

The Red SquirrelEvolution in Action

Page 40: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

The Red Squirrel

Page 41: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

The Grey Squirrel

Page 42: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Marginalization of Red Squirrel

Page 43: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

All the gingers are on the Celtic Fringe of Europe!

Page 44: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

In evolutionary processes, alternative solutions often compete to demonstrate which is “fitter” for the environment

Page 45: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

“Fit for purpose”

Page 46: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

LTI

Product ComponentService Delivery

Component

Page 47: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Achieve “Fitness for Purpose”

+

These must be balanced to deliver what your customers need and expect: to be “fit for purpose”

Product component (capability/brand/non-functional elements)

Service delivery component

demand /customer expectations/ customer satisfaction)

Page 48: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

What makes a pizza delivery service “fit for purpose” ?

Fitness criteria are metrics that measure things customers value when selecting a service again & again

Delivery time

Quality

Predictability

Safety (or conformance to regulatory requirements)

Page 49: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Evolutionary Processes

Page 50: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Punctuated Equilibrium

Punctuation Points

• Financial crisis, regulatory changes, political changes, merger, acquisition, divestiture, split, IPO, outsourcing, CEO change, key man exit, reorganization, arrival of a disruptive innovation/insurgents in your market

• Easy to insert change

• First 100 days• Honeymoon period, blame predecessor

Periods of Equilibrium

• Need emotional motivation for change

• Immersive experiential learning

• Stressor

• New species competes for fitness in existing environment• Grey squirrel, red squirrel

• Galapagos Island Effect• Protect mutations

• Isolation strategy

• Innovator’s Solution

Page 51: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Evolution leaves stuff behind

Page 52: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Evolution can be hard to explain…

Four ranges of combat

• Kicking

• Punching

• Trapping

• Grappling

*Apparently still called the Five Ways, there are actually now six **with the later inclusion of SAA**The fact that The Five Ways has six elements is evidence of evolution in action***Incorporated core ideas such as "center line" and single fluid motion from Wing Chun and parrying from Epee Fencing********Not a Chinese Martial Art and hence evidence of "no limitation as limitation"

Five* Ways of Attack***• Single Direct Attack (SDA)• Attack By Combination (ABC)• Progressive Indirect Attack

(PIA)• (Hand) Immobilization Attack

(HIA)• Attack by Drawing (ABD)• Single Angle Attack (SAA)

Five

Six

Page 53: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Page 54: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Posit Science Feature Request

Requested by:______________________________________ Date Requested_____________

Feature name__________________________________________________________________

Format: [customer] [action] [purpose]

Description____________________________________________________________

________________________________________________________________________

________________________________________________________________________

Cost of Delay Classification (required)

Check the type of Feature per the cost of delay.

Expedite – critical and immediate cost of delay

Fixed date – cost of delay goes up significantly after deadline….date:_________

Standard- cost of delay goes up increasingly over time

Intangible – cost of delay incurred significantly later

Provide information on one or more of the following (optional)

Projected Revenue______________________________________

Opportunity Cost

• Estimated 6 month revenue loss if not implemented_____________________________

• Estimated 6 month operating expenses if not implemented_______________________

• Estimated cost of man hours or other resources if not implemented_________________

Qualitative Value (customer experience, quality of service, etc)____________________

Suggested stories (optional)

Old“red squirrel”

New“grey squirrel”

This portion of the form quickly fell out of use. It is

an example of an evolutionary relic

Page 55: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Developing Evolutionary DNA21st Century Strategy

Page 56: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Built to Last - 1994

3M – the Minnesota Mutation Machine

An Example of a Resilient, Robust &

Antifragile organization

Page 57: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Survivability = Agility x Adaptability

Capability x Optionality

Capability(to manage change)

Frequency of change opportunitiesx

SkillsExperienceOrg maturity

Page 58: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Capability

OptionalityAdaptability

Agility

Survivability

Out-maneuvered

Unfit for purpose

failure

failure

FragileEasily disrupted

RobustAntifragileEvolutionary

Capability

Page 59: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Capability

OptionalityAdaptability

Delivered as management training & coaching

Focus on managers at all levelsBusiness unit scale

HorizontalApplicable to all professional services (not just IT)

Page 60: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Capability

OptionalityAdaptability

Typical AgileMethod

Delivered as methodologies, process improvement & coaching

Focus on individuals and teams

VerticalTends to be IT, or software engineering specific

Page 61: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Organizational Maturity

Page 62: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Emerging

Chaotic/Adhoc

Defined

Managed

QuantitativelyManaged

Optimizing5

4

3

2

1 No consistency of process or outcome

Luck/Individual heroics

Chaos

Consistency of processHeroic management ???

Consistency of outcome

Consistency of economics

Model-driven improvement

“kaizen culture”

Sense & respond

Continually “fit for purpose”

Resilient

Fragile

Robust

Anti-fragile

“Einheit”

Maturity Level

“Built to Last”Under

str

ess

Follow procedure& improve

Panic & Regress

Page 63: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Sprinkle on a little “Jerry Weinberg”*

* Weinberg, Quality Software Management, Vol 1, 1997

Page 64: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Emerging

Oblivious

Defined

Managed

QuantitativelyManaged

Optimizing

6

5

4

3

2

1

0

No consistency of process or outcome

Luck/Individual heroics

Ambivalent / Chaotic

Consistency of processHeroic management ???

Consistency of outcome

Consistency of economics

Model-driven improvement

“kaizen culture”

Sense & respond

Continually “fit for purpose”

“Einheit”

Maturity Level

ContinuallyCongruent

Under

str

ess

Follow procedure& improve

Panic & Regress

Resilient

Fragile

Robust

Anti-fragile

Page 65: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Kanban Implementations correlate withOrganizational Maturity

Page 66: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Page 67: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Personal Kanban

Aggregated Personal Kanban

Team Kanban

Emergent/Undefined Workflow

Per Person WIP Limit

CONWIP

Physical spacekanban

Physical token kanban

Virtual Kanban

Classes of serviceCapacity allocation

Liquidity optimization

Aggregated teams

Page 68: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Personal Kanban

Aggregated Personal Kanban

Team Kanban

Emergent/Undefined Workflow

Per Person WIP Limit

CONWIP

Physical spacekanban

Physical token kanban

Virtual Kanban

Classes of serviceCapacity allocation

Liquidity optimization

Aggregated teams

Benefits of improving maturity

Page 69: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Evolutionary Change

Page 70: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

The Essence of Kanban in Action

Page 71: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Lea

rnin

g &

im

pro

vem

ent

Formula for evolutionary change …

Stressor Reflection Mechanism Leadership

Str

esso

r

Ref

lect

ion M

echanism

KanbanMeeting

Risk Review & SDR

Ops Review

Strategy Review

Personal WIP Limit

Column WIP Limit

RowWIP Limit

Strategy vs Capability

Visualization

Replenishment & Delivery

Planning

Personal Reflection

Page 72: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Kanban Maturity Model

Page 73: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Work-in-progress on Kanban Maturity Model

Page 74: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

0 Oblivious

0 -> 1

1 Emerging

1 -> 2

2 Defined

2 -> 3

3 Managed

3 -> 4

4Quantitatively

Managed4 -> 5

5 Optimizing

5 -> 6

6Continually

Congruent

Feedback

Loops

Improve &

EvolveMaturity Level

General PracticeVisualize Limit WIP

Manage

Flow

Explicit

Policies

Kanban Maturity Model

Approximately 100 Kanban practices have been mapped to the 7 levels

and 6 transition states

Page 75: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

0 Oblivious

0 -> 1

1 Emerging

1 -> 2

2 Defined

2 -> 3

3 Managed

3 -> 4

4Quantitatively

Managed4 -> 5

5 Optimizing

5 -> 6

6Continually

Congruent

Feedback

Loops

Improve &

EvolveMaturity Level

General PracticeVisualize Limit WIP

Manage

Flow

Explicit

Policies

Kanban Maturity Model

Page 76: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

0 Oblivious

0 -> 1

1 Emerging

1 -> 2

2 Defined

2 -> 3

3 Managed

3 -> 4

4Quantitatively

Managed4 -> 5

5 Optimizing

5 -> 6

6Continually

Congruent

Feedback

Loops

Improve &

EvolveMaturity Level

General PracticeVisualize Limit WIP

Manage

Flow

Explicit

Policies

Kanban Maturity Model

Enterprise Services Planning (ESP) practices will be mapped to higher maturity levels & deeper Kanban

Page 77: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

0 Oblivious

0 -> 1

1 Emerging

1 -> 2

2 Defined

2 -> 3

3 Managed

3 -> 4

4Quantitatively

Managed4 -> 5

5 Optimizing

5 -> 6

6Continually

Congruent

Feedback

Loops

Improve &

EvolveMaturity Level

General PracticeVisualize Limit WIP

Manage

Flow

Explicit

Policies

Kanban Maturity Model

Official launch scheduled for September 2017

Lean Kanban India, Bangalore

Page 78: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Conclusions

Page 79: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Conclusions

Agility lies at the intersection of capability & optionality

Survivability lies at the interaction of agility & adaptability

The Kanban Method has all the elements needed to help professional services businesses improve their agility & adaptability across all knowledge worker activities

Page 80: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Conclusions

Pursuing a non-prescriptive, evolutionary approach has enabled a rich ecosystem of design solutions to emerge

An understanding of the CMMI model enabled us to put these implementations in context and correlate patterns to maturity levels

Understanding the mapping of “depth of kanban” to benefits further enriched the model

The Kanban Maturity Model is set to become a key coaching tool enabling consultants & change agents to catalyze improvement by stressing organizations just enough but not so much as to break them

Page 81: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Guided evolution with the Kanban Method- The future of business agility

Page 82: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Thank you!

Page 83: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

About

David Anderson is an innovator in management of 21st Century businesses that employ creative people who “think for a living” . He leads a training, consulting, publishing and event planning business dedicated to developing, promoting and implementing new management thinking & methods…

He has 30+ years experience in the high technology industry starting with computer games in the early 1980’s. He has led software organizations delivering superior productivity and quality using innovative methods at large companies such as Sprint and Motorola.

David defined Enterprise Services Planning and originated Kanban Method an adaptive approach to improved service delivery. His latest book, published in June 2012, is, Lessons in Agile Management – On the Road to Kanban.

David is Chairman of Lean Kanban Inc., a business operating globally, dedicated to providing quality training & events to bring Kanban and Enterprise Services Planning to businesses who employ those who must “think for a living.”

Page 84: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Teodora Bozheva has been and continues to e an invaluable contributor to the Kanban Maturity Model

Hakan Forss played a key role in provoking the development of the Kanban Cadences and the Depth of Kanban Assessment Framework

Irina Dzhambazova captured many of the case studies that enabled the observation of kanban implementations correlating to organizational maturity levels

The global community of accredited trainers and coaches (AKTs & KCPs) in the Lean Kanban community contribute to the development of this on-going work

Acknowledgements

Page 85: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Appendices

Page 86: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Emerging

Oblivious

Defined

Managed

QuantitativelyManaged

Optimizing

6

5

4

3

2

1

0

No consistency of process or outcome

Luck/Individual heroics

Ambivalent / Chaotic

Consistency of processHeroic management

Consistency of outcome

Consistency of economics

Model-driven improvement

“kaizen culture”

Sense & respond

Continually “fit for purpose”

“Einheit”

Maturity Level

ContinuallyCongruent

Under

str

ess

Follow procedure& improve

Panic & Regress

Resilient

Fragile

Robust

Anti-fragile

Page 87: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

Books

Page 88: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

2010 – Kanban “blue book”

Page 89: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

2012 Lessons in Agile Management

The heavily under-rated book that underpins the Kanban Coaching Masterclass and most of the theory behind the Kanban Method

Page 90: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

2014 Kanban from the Inside

Page 91: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.

2016 Essential Kanban Condensed

Page 92: Kanban - the alternative path to agility

Email [email protected] Twitter @lki_dja Copyright Lean Kanban Inc.