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.
This post is oriented to organizations that have used CMMI as model for process definition and improvement, have (or not) achieved some maturity level, and are interested in evolving their processes to more agile, lighter and Lean-er ones. It is also oriented to Agile organizations that need to refine y formalize their processes, and/or obtain a CMMI certification.
What exactly is Kanban?
What is the difference between Scrum and Kanban?
I see it at project level. Is it also applicable at organizational level?
What do I get from implementing Kanban?
These are some of the questions about Kanban that I am asked by people who consider getting started with Kanban in their teams.
Here I try to summarize my understanding of the Kanban method.
“Our processes are too heavy, too bureaucratic”,
“We copy the same information in several systems because it goes to different reports”,
“Following the defined process is like having a parallel life of the daily work. Therefore we create all the paper work before the audits”,
“We need lighter processes”, etc, etc.
Does any of these phrases sound familiar?
How do you resolve the dilemma of having processes that comply with a particular model or standard, and at the same time keep them fit?