Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Kanban - the alternative path to agility

1.201 Aufrufe

Veröffentlicht am

CMMI Capability Counts conference key note. Evolutionary change and the new Kanban Maturity Model as an alternative to enterprise scaled Agile methodologies

Veröffentlicht in: Leadership & Management
  • Hello! Get Your Professional Job-Winning Resume Here - Check our website! https://vk.cc/818RFv
       Antworten 
    Sind Sie sicher, dass Sie …  Ja  Nein
    Ihre Nachricht erscheint hier

Kanban - the alternative path to agility

  1. 1. Email dja@leankanban.com 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
  2. 2. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. What do we mean by agility?
  3. 3. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Capability Optionality Agility What do we mean by “agility”?
  4. 4. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Maximum optionality
  5. 5. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Agility = Capability x Optionality Skills Experience Capacity # Options x Frequency of decision making
  6. 6. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Bruce Lee’s Journey in Martial Arts
  7. 7. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Bruce Lee rejected traditional teaching and 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
  8. 8. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Snake Monkey Mantis Tiger Kung Fu Panda simplified the art to only five styles Crane
  9. 9. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. There are in fact very many styles…
  10. 10. Email dja@leankanban.com 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 situations He was against Kata (learning patterns without an opponent) and described them in derogatory terms such as "dry land swimming.“
  11. 11. Email dja@leankanban.com 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
  12. 12. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Kanban rejects the idea of defined Agile “methodologies”!
  13. 13. Email dja@leankanban.com 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)
  14. 14. Email dja@leankanban.com 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)
  15. 15. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Lee’s approach still needed a name He named his approach Jeet 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.
  16. 16. Email dja@leankanban.com 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
  17. 17. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Jeet Kune Do Using no way as way Having no limitation as limitation
  18. 18. Email dja@leankanban.com 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!
  19. 19. Email dja@leankanban.com 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
  20. 20. Email dja@leankanban.com 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
  21. 21. Email dja@leankanban.com 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.
  22. 22. Email dja@leankanban.com 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
  23. 23. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Kanban
  24. 24. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. What is a kanban system? (かんばん)
  25. 25. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. A Kanban Systems consists of “kanban” (かんばん) signal cards in circulation
  26. 26. Email dja@leankanban.com 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
  27. 27. Email dja@leankanban.com 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
  28. 28. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. The Kanban Method – an alternative path to agility!
  29. 29. Email dja@leankanban.com 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
  30. 30. Email dja@leankanban.com 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
  31. 31. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Treat each service separately Demand Observed Capability Demand Demand Observed Capability Observed Capability
  32. 32. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Kanban Cadences Strategy Review Risk Review Monthly Service Delivery Review Bi-WeeklyQuarterly Kanban Meeting Daily Operations Review Monthly Replenishment/ Commitment Meeting Weekly Delivery Planning Meeting Per delivery cadence change change change change change change change change change info info info info info info info info info change info Focus on Service Delivery Driving improvement… Higher level management function
  33. 33. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Organizational Improvements Emerge
  34. 34. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. F F O M N K J I Pull For each service implement a Kanban “pull” system Ideas D Dev Ready G 5 Ongoing Development Testing Done 3 3 Test Ready 5 F B CPull Pull * There is capacity here UAT Release Ready ∞ ∞ 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
  35. 35. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Commitment is deferred E D Commitment point F F FF F F F G Pull Wish to avoid aborting after commitment Ideas Dev Ready 5 Ongoing Development Testing Done 3 3 Test Ready 5 UAT Release Ready ∞ ∞ 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
  36. 36. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Test Ready F F FF F F F Decoupled Cadence Improved Optionality EG D Replenishment Discarded I Pull Ideas Dev Ready 5 Ongoing Development Testing Done 3 35 UAT Release Ready ∞ ∞ 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
  37. 37. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Agility = Capability x Optionality Skills Experience Capacity # Options x Frequency of decision making
  38. 38. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Delivery Capability has 3 Dimensions Service Delivery Agility Commitment frequency Lead Time Delivery Frequency LeadTime Short Long Delivery Service Delivery Agility Commitment Frequent Seldom Frequent Seldom More Agile Less Agile Kanban system dynamics
  39. 39. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. The Red Squirrel Evolution in Action
  40. 40. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. The Red Squirrel
  41. 41. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. The Grey Squirrel
  42. 42. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Marginalization of Red Squirrel
  43. 43. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. All the gingers are on the Celtic Fringe of Europe!
  44. 44. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. In evolutionary processes, alternative solutions often compete to demonstrate which is “fitter” for the environment
  45. 45. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. “Fit for purpose”
  46. 46. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. LTI Product Component Service Delivery Component
  47. 47. Email dja@leankanban.com 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)
  48. 48. Email dja@leankanban.com 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)
  49. 49. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Evolutionary Processes
  50. 50. Email dja@leankanban.com 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
  51. 51. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Evolution leaves stuff behind
  52. 52. Email dja@leankanban.com 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
  53. 53. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc.
  54. 54. Email dja@leankanban.com 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
  55. 55. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Developing Evolutionary DNA 21st Century Strategy
  56. 56. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Built to Last - 1994 3M – the Minnesota Mutation Machine An Example of a Resilient, Robust & Antifragile organization
  57. 57. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Survivability = Agility x Adaptability Capability x Optionality Capability (to manage change) Frequency of change opportunitiesx Skills Experience Org maturity
  58. 58. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Capability OptionalityAdaptability Agility Survivability Out-maneuvered Unfit for purpose failure failure Fragile Easily disrupted Robust Antifragile Evolutionary Capability
  59. 59. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Capability OptionalityAdaptability Delivered as management training & coaching Focus on managers at all levels Business unit scale Horizontal Applicable to all professional services (not just IT)
  60. 60. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Capability OptionalityAdaptability Typical Agile Method Delivered as methodologies, process improvement & coaching Focus on individuals and teams Vertical Tends to be IT, or software engineering specific
  61. 61. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Organizational Maturity
  62. 62. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Emerging Chaotic/Adhoc Defined Managed Quantitatively Managed Optimizing5 4 3 2 1 No consistency of process or outcome Luck/Individual heroics Chaos Consistency of process Heroic 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” Understress Follow procedure & improve Panic & Regress
  63. 63. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Sprinkle on a little “Jerry Weinberg”* * Weinberg, Quality Software Management, Vol 1, 1997
  64. 64. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Emerging Oblivious Defined Managed Quantitatively Managed Optimizing 6 5 4 3 2 1 0 No consistency of process or outcome Luck/Individual heroics Ambivalent / Chaotic Consistency of process Heroic management ??? Consistency of outcome Consistency of economics Model-driven improvement “kaizen culture” Sense & respond Continually “fit for purpose” “Einheit” Maturity Level Continually CongruentUnderstress Follow procedure & improve Panic & Regress Resilient Fragile Robust Anti-fragile
  65. 65. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Kanban Implementations correlate with Organizational Maturity
  66. 66. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc.
  67. 67. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Personal Kanban Aggregated Personal Kanban Team Kanban Emergent/Undefined Workflow Per Person WIP Limit CONWIP Physical space kanban Physical token kanban Virtual Kanban Classes of service Capacity allocation Liquidity optimization Aggregated teams
  68. 68. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Personal Kanban Aggregated Personal Kanban Team Kanban Emergent/Undefined Workflow Per Person WIP Limit CONWIP Physical space kanban Physical token kanban Virtual Kanban Classes of service Capacity allocation Liquidity optimization Aggregated teams Benefits of improving maturity
  69. 69. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Evolutionary Change
  70. 70. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. The Essence of Kanban in Action
  71. 71. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Learning&improvement Formula for evolutionary change …  Stressor  Reflection Mechanism  Leadership Stressor ReflectionMechanism Kanban Meeting Risk Review & SDR Ops Review Strategy Review Personal WIP Limit Column WIP Limit Row WIP Limit Strategy vs Capability Visualization Replenishment & Delivery Planning Personal Reflection
  72. 72. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Kanban Maturity Model
  73. 73. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Work-in-progress on Kanban Maturity Model
  74. 74. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. 0 Oblivious 0 -> 1 1 Emerging 1 -> 2 2 Defined 2 -> 3 3 Managed 3 -> 4 4 Quantitatively Managed 4 -> 5 5 Optimizing 5 -> 6 6 Continually Congruent Feedback Loops Improve & EvolveMaturity Level General Practice Visualize Limit WIP Manage Flow Explicit Policies Kanban Maturity Model Approximately 100 Kanban practices have been mapped to the 7 levels and 6 transition states
  75. 75. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. 0 Oblivious 0 -> 1 1 Emerging 1 -> 2 2 Defined 2 -> 3 3 Managed 3 -> 4 4 Quantitatively Managed 4 -> 5 5 Optimizing 5 -> 6 6 Continually Congruent Feedback Loops Improve & EvolveMaturity Level General Practice Visualize Limit WIP Manage Flow Explicit Policies Kanban Maturity Model
  76. 76. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. 0 Oblivious 0 -> 1 1 Emerging 1 -> 2 2 Defined 2 -> 3 3 Managed 3 -> 4 4 Quantitatively Managed 4 -> 5 5 Optimizing 5 -> 6 6 Continually Congruent Feedback Loops Improve & EvolveMaturity Level General Practice Visualize Limit WIP Manage Flow Explicit Policies Kanban Maturity Model Enterprise Services Planning (ESP) practices will be mapped to higher maturity levels & deeper Kanban
  77. 77. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. 0 Oblivious 0 -> 1 1 Emerging 1 -> 2 2 Defined 2 -> 3 3 Managed 3 -> 4 4 Quantitatively Managed 4 -> 5 5 Optimizing 5 -> 6 6 Continually Congruent Feedback Loops Improve & EvolveMaturity Level General Practice Visualize Limit WIP Manage Flow Explicit Policies Kanban Maturity Model Official launch scheduled for September 2017 Lean Kanban India, Bangalore
  78. 78. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Conclusions
  79. 79. Email dja@leankanban.com 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
  80. 80. Email dja@leankanban.com 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
  81. 81. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Guided evolution with the Kanban Method - The future of business agility
  82. 82. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Thank you!
  83. 83. Email dja@leankanban.com 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.”
  84. 84. Email dja@leankanban.com 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
  85. 85. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Appendices
  86. 86. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Emerging Oblivious Defined Managed Quantitatively Managed Optimizing 6 5 4 3 2 1 0 No consistency of process or outcome Luck/Individual heroics Ambivalent / Chaotic Consistency of process Heroic management Consistency of outcome Consistency of economics Model-driven improvement “kaizen culture” Sense & respond Continually “fit for purpose” “Einheit” Maturity Level Continually CongruentUnderstress Follow procedure & improve Panic & Regress Resilient Fragile Robust Anti-fragile
  87. 87. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. Books
  88. 88. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. 2010 – Kanban “blue book”
  89. 89. Email dja@leankanban.com 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
  90. 90. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. 2014 Kanban from the Inside
  91. 91. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc. 2016 Essential Kanban Condensed
  92. 92. Email dja@leankanban.com Twitter @lki_dja Copyright Lean Kanban Inc.

×