LKCE18 Steve McGee - KMM Cultural Appraisal and Practical Guidance for Leaders

Learn More: @smcgeeci kanbanmaturitymodel.com ﬁtterforpurpose.com
KMM CULTURAL
APPRAISAL & PRACTICAL
GUIDANCE FOR LEADERS
WHY WE’RE DOING IT
HOW WE AVOIDTHE RISKS OF SELF-REPORTING BIAS
AND HOW WE CAN USETHISTO BETTER SUPPORT LEADERS

WHY VALUES? 
HOW CAN WE ASSESS? 
WHAT CAN WE DO ABOUT IT?

TOPIC IS FOCUSED ON VALUES
• But I must provide some context for those new to the KMM, brieﬂy
• This is not an explanation of the entire KMM
• Teodora’s LKNA18 presentation: https://bit.ly/2uRoKB1
• Teodora and David’s podcast - Agile Uprising: https://bit.ly/2yT4n8y
• Let’s start with - what’s the point?

THE GOAL IS FITNESS
FOR PURPOSE
To be able to ﬁnd, satisfy and
keep customers

WHAT IS THE KMM?

More information: www.kanbanmaturitymodel.com
© Lean Kanban Incorporated. All rights reserved. Reproduction by permission only.
Evolving Fit-for-Purpose Organizations
second beta release
Kanban Maturity Model
Cultural
Values
Respect
Flow
Initial
Understanding
Acts of
Leadership
Transparency
Collaboration
Evolutionary
Change
Customer
Intimacy
Competition
Short-term
Results
Social Mobility
Business Focus
Long-term
Investment
Experimentation
Survivability
Diversity
Tolerance
Customer
Service
Agreement
Deeper
Understanding
Purpose
Balance
Leadership
Development
Regulatory
Compliance
Achievement
Why
we exist
What
we do
How
we do it
Who
we are
Who
I am
Challenge
How, What,
Why & Who
Cultural
Focus
TribalismIndividualism
Leadership
SystemsThinking|AltruisticBehavior|ContributorSociety
ALIGNMENT,UNITY,SHAREDPURPOSE
4
GENERAL PRACTICES
Organizational
Maturity Level
0
1
2
5
3
6
Oblivious
• Ambivalent
• Personal Kanban
Team-
Focused
• Inconsistent process
• Team Kanban
Customer-
Driven
• Consistent process
• “Routine”
• Delivery Kanban
• Discovery Kanban
• End-to-end flow
Market
Leader
• Continuous
improvement
• Fittest-for-purpose
• Improving economics
TRANSITION
TRANSITION
TRANSITION
TRANSITION
TRANSITION
TRANSITION
CONSOLIDATION
CONSOLIDATION
CONSOLIDATION
CONSOLIDATION
CONSOLIDATION
CONSOLIDATION
CONSOLIDATION
FRAGILERESILIENTROBUST
Risk
ANTIFRAGILE
Lean /
TPS
Muri
Mura
Kaizen
Culture
Hoshin
Kanri
Muda
Antifragile
• “Built to last”
• Business sustainability
• Consistent alignment
• Continually fit-for-
purpose
Fit-for-
Purpose
• Consistent outcome
• Meet expectations
• Fit-for-purpose
Risk Hedged
• Model-driven
management
• Anticipating risks
• Portfolio management
• Forecasting outcomes
• Consistent economics
• Fitter-for-purpose
IndividualTeamProject/Service
Business
Portfolio
MultipleProjects
andSharedServices
Project/Product
Portfolio
Scale
LIMIT WIP MARSHAL OPTIONS - MANAGE FLOW MAKE POLICIES EXPLICIT
IMPROVE COLLABORATIVELY,
EVOLVE EXPERIMENTALLYVISUALIZE FEEDBACK LOOPS
0.1 Visualize an individual’s work
by means of a personal kanban
board
0.2 Visualize basic work item related
information on a ticket
0.1 Establish
personal WIP
limits
0.1 Define personal Kanban policies0.1 Define work types based on nature of tasks 0.1 Make personal reflection
1.1 Conduct Kanban meeting
2.1 Conduct internal team
replenishment meeting
2.2 Make team retrospective
2.1 Identify sources of
dissatisfaction
2.2 Identify problematic policies
3.1 Suggest improvements
using a suggestion box
3.2 Identify sources of delay
4.1 Develop qualitative
understanding of common
vs. special cause for process
performance variation
4.2 Identify
impact
of shared
resources
4.3 Identify
bottleneck
and resolve
it
4.4 Identify transaction and
coordination costs
4.5 Develop quantitative
understanding
of common vs.
chance cause
for process
performance
variation
5.1 After meetings: Discuss - Suggest -
Take actions - Seek forgiveness
6.1 After meetings: Take congruent
actions with confidence
3.3 Analyze blocker likelihood and impact
3.4 Analyze Lead time tail risk
3.5 After meetings: discuss a problem
spontaneously – bring it to the
service delivery review
3.1 Conduct replenishment
meeting
3.2 Make suggestion box
review
3.3 Conduct service capability
review
3.4 Conduct delivery planning
meeting
3.5 Conduct service delivery
review
3.6 Conduct options review
(upstream)
4.1 Conduct risk review
4.2 Conduct portfolio review
4.3 Conduct operations
review
5.1 Conduct strategy review
1.1 Define initial policies
2.1 Define initial services
2.2 Elaborate further policies
2.3 Define blocking issue escalation
policies
2.4 Define policies for managing defects
and other rework types
3.1 Establish
explicit purpose
of metrics
3.2 Establish
initial request
acceptance
policies
3.3 Define work
request
abandonment
policies
3.4 Establish
replenishment
commitment
point
3.5 Establish pull
criteria
3.6 Establish
a delivery
commitment
point
3.7 Establish
customer
acceptance
criteria for
each work
item or a
class of work
items
3.8 Define
classes of
service
4.1 Fitness for purpose explicitly defined
and managed based on metrics
4.2 Establish demand shaping policies
4.3 Establish SLA on dependent service
5.1 Align strategy and capability
2.1 Define work types based on customer requests
2.2 Map upstream and downstream flow
2.3 Manage blocking issues
2.4 Manage defects and other rework types
3.1 Organize around the
knowledge discovery
process
3.2 Defer commitment (decide
at the “last responsible
moment”)
3.3 Use cumulative flow
diagram to monitor queues
3.4 Use Little’s law
3.8 Develop triage
discipline
3.9 Manage
dependencies
3.10 Analyze and report
aborted work items
3.11 Use classes of service to
affect selection
3.12 Forecast Delivery
3.13 Apply qualitative Real
Options Thinking
4.1 Collect and report
detailed flow efficiency
analysis
4.2 Use explicit buffers to
smooth flow
4.3 Use two-phase commit for
delivery commitment
4.4 Analyze to anticipate
dependences
4.5 Establish refutable vs.
irrefutable demand
4.6 Determine reference
class data set
4.7 Forecast using reference
classes, Monte Carlo
simulations, and other
models
4.8 Allocate capacity across
swimlanes
4.9 Allocate capacity by
color of work item
4.10 Make appropriate use of
forecasting
4.11 Assess forecasting
models for robustness
4.12 Use statistical methods
for decision making
5.1 Utilize hybrid fixed service teams together with a
flexible labor pool
3.5 Gradually eliminate infinite
buffers
3.6 Report rudimentary flow
efficiency to understand
the value of reducing
buffers and the leverage
of eliminating sources of
delay
3.7 Actively close upstream
requests which meet the
abandonment criteria
1.1 Establish per-
person WIP
limits
1.2 Establish team
WIP limits
2.1 Establish activity
based WIP limits
2.2 Establish
CONWIP limits
on emergent
workflow
3.1 Use an order
point (min limit)
for upstream
replenishment
3.2 Use a max
limit to define
capacity
3.3 Bracket WIP
limits for
different states
4.1 Limit WIP on
dependency
parking lot
1.1 Visualize work for several
individuals by means of an
aggregated personal kanban
board
1.2 Visualize the work carried out by a
team by means of a team kanban
board
1.3 Use avatars to visualize an individual’s
workload
2.1 Visualize work items by means of a
delivery kanban board with per-person
WIP limits
2.2 Visualize work types by means of card
colors or board rows
2.3 Visualize blocked work items
3.1 Visualize “ready to commit” status
(also known as “ready to pull”)
3.2 Visualize “ready to pull” criteria (also
known as “definition of ready,” “entry
criteria”)
3.3 Visualize workflow and teamwork
items by means of an aggregated team
kanban board
4.1 Visualize local cycle time
4.2 Use ticket decorators to indicate risks
5.1 Visualize fixed teams and floating workers
(shared resources) across aggregated
services
4.3 Visualize risk classes with different swimlanes
4.4 Visualize split and merge workflows
4.7 Visualize SLA exceeded in dependencies4.5 Visualize WIP limits on dependencies
parking lot
4.6 Visualize waiting time in dependencies
parking lot
3.7 Visualize upstream options by means of
an upstream/discovery kanban board
3.8 Visualize discarded options using a bin
on an upstream/discovery kanban board
3.9 Visualize replenishment signals
3.10 Visualize pull signals
3.11 Visualize pull criteria (also known as
“pull policies,” “definition of done,” “exit
criteria”)
3.12 Visualize available capacity
3.4 Visualize project work items on a two-tiered
project kanban board
3.5 Visualize parent-child and peer-peer
dependencies
3.6 Use parking lot to visualize dependent work
requests of another service or system currently
waiting or blocked
3.13 Visualize work item aging
3.14 Visualize target date or SLA
3.15 Visualize failure demand vs. value demand
3.16 Visualize aborted work
3.17 Visualize class of service using ticket colors,
board rows, or ticket decorators
3.18 Use an Earned Value portfolio kanban board
to visualize project progress and schedule or
budget risk
2.7 Ticket design: Visualize concurrent or
unordered activities with checkboxes
2.8 Ticket design: Visualize concurrent
activities performed by specialist teams
using partial rows
2.9 Board design: Visualize sequential
activities where no dependency or
preferred sequence exists using rows or
vertical spaces
2.4 Visualize development of options by means of a
discovery kanban board
2.5 Visualize individual workload on a discovery
kanban board by means of per-person WIP limits,
potentially implemented using avatars
2.6 Visualize basic policies
2.10 Visualize defects and other rework types
2.11 Use CONWIP with an emergent workflow delivery
kanban board to provide workflow level relief from
overburdening and basic mechanics of a pull system,
with separate replenishment and delivery cadences
2.12 Visualize workflow by means of enhanced
discovery/delivery boards
2.13 Visualize project progress on a portfolio kanban board
1.4 Visualize initial policies
1.5 Visualize teamwork by means of an
emergent workflow kanban board

MATURITY = VALUES + PRACTICES + OUTCOMES

WHAT VALUES ARE WE TALKING ABOUT?
COLLABORATION
CUSTOMER
SERVICE
LEADERSHIP
RESULTS
REGULATORY
COMPLIANCE
AGREEMENT

WHY ISN’T EVERYONE
FIT-FOR-PURPOSE?

 
+ 
ADOPTION
IMPLEMENTATION

WHAT’S THE DIFFERENCE
BETWEEN ORGANIZATIONS THAT
PURSUE FITNESS-FOR-PURPOSE
AND THOSE THAT DON’T?

WHAT DOES IT TAKE TO BE FIT-FOR-PURPOSE?
DISCIPLINE HUMILITY COOPERATION
STUDY SACRIFICE COURAGE

WILLINGNESS

THEY DON’T KNOW
Training 
Coaching
Implementation
THEY DON’T CARE
HOW DAREYOU SAY  
THEY DON’T CARE?!?!
WHY AREN’T PEOPLE WILLING?
Yes, they care.

BUT THEY ALSO CARE ABOUT OTHER THINGS

BEHAVIOR IS IN
PURSUIT OF VALUES

“LET’S DO SOMETHING ABOUT IT.”
(This is what we want.)

HOW DO WE KNOW THE
VALUES PEOPLE HOLD?

THE RISKS IN USING SELF-REPORTED SURVEYS
• Bias
• Shame
• “Of course I care about…”
• Blind spots
• Language in the instrument vs.
national language and nuance

WE LOOK FOR EVIDENCE
DATA ARTIFACTS OBSERVATIONS ANECDOTES
Records to show they
actually care about it
Rituals and structures
they use to ensure
management of what
matters
What we train lead
appraisers to look for
Sure, self-reporting is
useful but it’s lowest
priority.
“In the last month this
happened ‘x’ times”
“Feature requests
clarify intended
purpose”
“Daily meetings dwell
on status updates”
“Last week my boss
told me to ignore this
customer”

HIERARCHY OF EVIDENCE
VALUE DATA ARTIFACTS OBSERVATIONS ANECDOTES
Transparency
Lead time run chart
viewed in SCR
Ticket status on wall
Capability charts in
public view
Mistakes discussed
in weekly reviews
Manager says she
tells customers
about conflicting
priorities that will
cause delays
Collaboration
Flow efficiency
reduction attributed
to cross-service
standups
No infinite queues
on aggregated team
Kanban
Manager from
downstream attends
Replenishment
meeting
Stories about
swarming on
delayed project

EXAMPLES OF EVIDENCE
• Current pilot appraisals
are gathering types of
evidence for the values
• Also collecting contra-
evidence
• Appraisers can use as a
guide for capturing
evidence

SCORING METHOD - ‘STRONG’ VS. ‘WEAK’
• Lower risk of putting words in people’s mouths
• Overcome language limitations
• Can keep collecting evidence until agreed upon assessment
• If people adjust behavior as a result of wanting to look like they do
care about this stuff, that’s great. It’s why we do this at all.

LEVERAGING VALUES

USING VALUES TO DRIVE ADOPTION
4Customer Intimacy
Competition
Short-term Results
3
Customer Service
Agreement
Deeper Understanding
Purpose
Balance
Leadership
Development
Regulatory Compliance
2
Respect
Flow 
Basic
Understanding
TRANSITIONING: Low-disruption to ‘push’
CONSOLIDATING: Willingness - wait for ‘pull’

HOW TO INFLUENCE
WHAT PEOPLE VALUE?

INFLUENCE: ACTS OF LEADERSHIP
DIRECT EXAMPLE SIGNAL INSPIRE
Tell people what you
want
Tell people what to do
Do things in the way
you want others to
Indirectly show
Indicate a gap and
create space for others
to solve
Explicit intent,
instructions,
expectations
The ‘Golden Rule’
“Does this move the
needle?”
“What we need now is
to make friends with
that department.”

INVITATION

INVITATION TO GET INVOLVED
• Talk to me
• Talk toTeodora
• Talk to David
• Join COYO pilot
• Ask for formal appraisal or informal assessment
• Take the training: anderson.leankanban.com/schedule/

THANK YOU

IF YOU’RE INTERESTED:

LKCE18 Steve McGee - KMM Cultural Appraisal and Practical Guidance for Leaders

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