What Executive Managers Need to Know About the Kanban Maturity Model and Developing Business Agility
Executive management decisions and leadership determine a company’s purpose, behaviors, relationships, work practices and ability to adapt to changes in
The concept “process Improvement” consists of two words, “process” and “improvement”. Therefore, its correct interpretation involves two aspects: (1) how we perform the work and (2) whether we improve in the direction defined by the organization.
Both aspects are equally important, nowadays increasingly more important.
Yesterday: ‘Big-bang’ approach
According to the latest Maturity Profile of CMMI Institute, from September-2013, in Spain there are currently nearly 300 CMMI certified organizations. We are on the fourth position in the world in number of CMMI certifications after the United States, China and India. Despite this, many organizations express the opinion that they expected more tangible results from their process improvement projects based on this model.
Past week Kirk Botula, CMMI Institute CEO, announced that “a record number of appraisals was reached in 2013”.
Spain is the 4th country in the world in number of CMMI certifications, after United States, China, and India. We should expect lots of success stories communicated.
However, what I hear in my courses and in other meetings with companies that use model is that “processes have their proper life, parallel to the real work”, “people do not see value in applying the processes”, “extra hours have to be dedicated to prepare all the documentation needed for complying to the defined processes” etc.