Kanban Maturity Model, Coaches' Edition - 2nd Edition by David J Anderson & Teodora Bozheva (Paperback)

About the Book

Professional Coaches' Edition of the KMM. The Kanban Maturity Model (KMM)l is a powerful tool for coaches and consultants advising medium and large enterprises on transformation and improvement using the Kanban Method.

Book Synopsis

This is the professional coaches' edition of the 2nd edition of the Kanban Maturity Model book and includes additional content in the appendix including the Vanguard case study and mapping of W. Edward Deming's 14 point system for management.

The Kanban Maturity Model (KMM) is a new, powerful tool for coaches and consultants advising medium and large enterprises on transformation and improvement using the Kanban Method. From the author of the best-selling Kanban: Successful Evolutionary Change for your Technology Business, David J. Anderson, together with Teodora Bozheva, this book maps out seven levels of organizational maturity against the six general practices of Kanban to ensure appropriate application of Kanban practices and successful adoption of the approach. The KMM describes a roadmap and concrete actions that enable organizations to achieve fitness-for-purpose and exceptional business agility.

This book is for consultants, coaches, corporate change agents, and managers who must lead medium- and large-scale enterprises through a transition to improve their operations and service delivery. This book is for businesses that aspire to superior business agility, to deliver fit-for-purpose products and services, to delight customers, and to provide the security of long-term survival associated with mature businesses that consistently meet or exceed customer expectations.

The KMM is designed to eliminate the two most common failure modes in the adoption of Kanban: overreaching, causing an aborted start; false summit plateaus and failure to realize full benefit. KMM provides advisors with the knowledge to create just enough positive stress to provoke improvement without overdoing it and causing a regression in corporate performance.