KCP cheat sheet

The KMM defines seven organizational maturity levels (ML0–ML6), each describing observable practices, values, and outcomes rather than a certification grade.

ML0–ML1 are characterized by ad hoc, hero-driven work; ML2–ML3 by team-level Kanban with explicit policies and flow metrics; ML4–ML6 by enterprise-wide fitness for purpose, customer-focused value networks, and organizational agility.

Each maturity level is assessed across defined dimensions: customer experience, workflow, delivery, risk, governance, and culture/values; a level is only claimed when practices are consistently evidenced.

KMM is descriptive and evolutionary: organizations transition at their own pace, and skipping levels is treated as risky because underlying capability is not built.

The KMM is associated with the Kanban Method's evolutionary change principles; it complements rather than replaces the Kanban Maturity Model assessment and the Fit-for-Purpose framework.

Maturity assessment output is a current-level profile plus a target level and a transition plan; the gap analysis drives the improvement backlog.

Higher maturity correlates with improved predictability, customer satisfaction, and reduced dependence on individual heroics; metrics such as lead time distribution and flow efficiency are used as evidence.

The KMM distinguishes maturity (capability of the organization) from the Kanban Method's practices; adopting ceremonies alone does not raise maturity without values and behavioral change.

Coaching follows the Kanban change management approach: start with what you do now, pursue evolutionary change, respect current roles, and encourage leadership at all levels.

A coach uses the Kanban lens (workflow, policies, classes of service, blockers, metrics) to diagnose problems before prescribing changes.

The coaching stance is non-directive where possible: ask powerful questions, let the team discover impediments, and use the Kanban cadences as the coaching surface.

Key cadences include the daily standup, replenishment, delivery planning, service delivery review, operations review, risk review, and strategy review; each cadence has a distinct coaching purpose.

Coaching interventions should be tied to explicit policies and measurable flow outcomes (lead time, throughput, WIP, flow efficiency), not to opinions.

Resistance is handled by making work visible and using data from the system itself; the coach facilitates the team's own experiments rather than imposing solutions.

The coach models servant leadership and works with managers to change the system, not just the team; systemic constraints are escalated through the operations review.

Coaching effectiveness is evaluated by observable changes in behavior, policy, and metrics over time, not by the number of ceremonies introduced.