Feb 07, 2017
Lean IT Association
Putting the Puzzle Together: Integrating Best Emerging Practices
Lean IT AssociationExecutive Webinar Series
Welcome everyone to this first LITA Executive Webinar SeriesBut, before we get started, I would like to check if everyone can hear me and see the slides.
Host and Moderator
Deborah BurtonMember Marketing TeamLean IT Association (LITA)
Hello and Welcome! My name is Deborah Burton and I am your host and moderator for today's LITA Executive Webinar. I am pleased to be joined today by Troy DuMoulin
Watch the webinar recordingWebinar Recording30-Minute Practical Use Case: Demonstrating Lean IT Leadership in Action
LITA - Pioneering a Global Standard for Lean IT Education & Certification
Lean IT Association (LITA) is a non-profit organization founded by three Accredited Training Organizations (ATOs) - ITpreneurs, Pink Elephant, Quint Wellington Redwood and three Examination Institutes (EIs) - APMG, EXIN, PEOPLECERT International Ltd. To realize its broader purpose LITA aims to provide:An industry-standard set of Lean IT reference materials and other resources for practitioner organizations to use;An certification scheme aimed at practitioner organizations looking to adopt Lean IT principles in the IT Service development and operations department as well as professionals that want to be certified in Lean IT on various levels.
What Lean IT Will Bring to Organizations?Organizations today need to be in control and optimize their daily business, but additionally they also need to innovate on their business models and technologies. Lean IT offers a strong, well-founded solution for both these challenges. Lean revolves around principles for operational excellence,for customer centricity, for strategy deployment, for management of change and transition, for team and individual behavior and motivation. It's about the value Lean will bring to organizations
These Executive Sessions are targeted to help you better understand the Lean IT Market and go to market quickly.
I am pleased to be joined by our guest presenter Troy DuMoulin.But before, I turn you over to Troy for his presentation, I would like to conduct a quick Poll. Can you let us know the following about yourselves.
I would really appreciate understanding your experience with Lean IT, so have another quick poll question for you.
Featured PresentationPutting the Puzzle Together
Putting the Puzzle Together
Troy DuMoulinVice President of Research and Product Development
Before I hand over the presentation to Troy Let me introduce him to those of you that may not know him.
Troy is a leading ITIL and IT governance authority with a solid and rich background in Executive IT Management consulting. Troy holds the ITIL Service Manager and Expert certifications and has extensive experience in leading IT Service Management (ITSM) programs with a regional and global scope.
He is a frequent speaker at IT Management events and is a contributing author to multiple ITSM and Lean IT books, papers and official ITIL publications including ITILs Planning To Implement IT Service Management and Continual Service Improvement.
Today he will guide your through Lean IT & ITSM to Enable Grass Roots Continual Service Improvement.
Over to you Troy!
The New Mantra Better, Faster, CheaperLean PracticesAgile Software Development & Project Mgmt.DevOps Principles & Practices
ObjectiveUnderstand how the new emerging practices of Lean IT, Agile and DevOps are being adopted to support accelerate and optimize IT Management practices. Agenda
The Risk Gap For Business Growth Goals9
Increasing DemandIncreasing number of products and servicesIncreasing rate of changeIncreasing complexity/data interdependencyIncreased speed and efficiencyIncreased speed to marketReduced costs
IT Process / Data / CapabilitiesSilo / Fragmented Data Sources/redundant processesLack of integration, automationLack of visibility
Operating as a mature IT Service Provider requires managing demand and efficient management processes and data across silos!
Better - Faster - Cheaper Mantra10
(c) Pink Elephant 2013. All rights Reserved.
New Language - New Balance11
11(c) Pink Elephant 2013. All rights Reserved.
The Evolution - The Accelerators12
IT Service Management / SDLC / Project Management
2001 Pink Elephant Inc. All rights reserved.12
Lean - Customer Value At the Center13
Assess if all the activities in the process add value in the eyes of the customer
Create continuous flow in production with the Just-in-Time approach and reduce peak and low volumes
Demand triggers the process chain in order to reduce stock
First time rightFocus on quality and prevention of defects
The book Lean Thinking (Womack & Jones 1996) explains the Lean philosophy using 5 key elements.Identify ValueMap the Value StreamCreate Flow (use the example of the Relay Race focus on the baton not the runner) Continuous flow of the Baton. Every Process has a Work Unit)Initiate Pull (dont start the race until the whistle blows)Pursue Perfection (continually look at removing error from the system)
The 3 Ms Of WasteMuda Unnecessary, Non ValueMura Variation, VarianceMuri Over Burdened
Examples of IT Waste15
Multiple Service Desks all with their own tools and separate processesMassive amounts of wasted server capacity due to a lack of Capacity and Demand ManagementRedundant and duplicate IT Management tools being purchased by various IT departments in the same organizationRedundant IT groups and stealth data centers being built by independent parts of the businessA willingness to solve the same Incidents 1000s of times without looking at the root of the problemMultiple Change Management processes due to political boundariesLosing track of tens of thousands of dollars of IT assets due to poor tracking controls and inventory processesSupplier contracts expiring without knowledge until an Incident occursA willingness to supply multiple/duplicate versions of the same servicesThe loss of massive amounts of business productivity due to Incident tickets which disappear into the IT back office black hole until someone shouts loudly enoughThe total lack of ability to provide visibility into the cost of an IT serviceThe list goes on...
2001 Pink Elephant Inc. All rights reserved.15
Proactive Problem Solving
Reactive vs. Proactive Problem SolvingLean is not just about hunting down waste and reacting to the crisis of the day. Its goal is to move an organization to a desired state through relentless problem solving and incremental improvement.16
What Is Agile?17
Agile (adjective) Able to move quickly and easily; well-coordinated Able to think and understand quickly; able to solve problems and have new ideas
Agile enterprise a fast moving, flexible and robust company capable of rapid response to unexpected challenges, events and opportunitiesAgile software development a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams
Agile software development methods deliver working software in smaller and more frequent increments.
Key concepts:Mention that the examinable term is Agile software developmentSometimes agile is just a wordTerms such as agile enterprise and agile software development have a specific contextAgile enterprises are built on policies and processes that facilitate speed and changeAgile software development practices are an enabler of DevOpsEmphasize the red text mention that smaller more frequent increments reduce the risks associated with deploying more complex releasesAgile transformations within an organization involve an evolutionJust as you cant implement a framework like ITIL, adopting practices such as Scrum or Kanban does not make an organization agileFor a real transformation to occur, people have to start with where they are and question how things could be improvedNot all proposed solutions will achieve the desired resultsA PDCA approach where once a change is made the results are inspected (checked) is key
There are many different Agile Variations
What Is Agile Methodology?https://www.versionone.com/agile-101/agile-methodologies/
The various agile Scrum methodologies share much of the same philosophy, as well as many of the same characteristics and practices. But from an implementation standpoint, each has its own recipe of practices, terminology, and tactics. Here we have summarized a few of the main agile software development methodology contenders:
Agile Scrum MethodologyScrum is a lightweight agile project management framework with broad applicability for managing and controlling iterative and incremental projects of all types. Ken Schwaber, Mike Beedle, Jeff Sutherland and others have contributed significantly to the evolution of Scrum over the last decade. Scrum has garnered increasing popularity in the agile software development community due to its simplicity, proven productivity, and ability to act as a wrapper for various engineering practices promoted by other agile methodologies.
With Scrum methodology, the Product Owner works closely with the team to identify and prioritize system functionality in form of a Product Backlog. The Product Backlog consists of features, bug fixes, non-functional requirements, etc. whatever needs to be done in order to successfully deliver a working software system. With priorities driven by the Product Ow