Lean IT - Foundation
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Transcript of Lean IT - Foundation
Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/7 | 2/141
Please share with the class: Your name and surname Your organization Your profession title, function, job responsibilities
Your familiarity with the Six Sigma Your familiarity with the
Agile/Lean/Kaizen Your personal session expectations
M00 - Course introduction 3/7 | 3/141
History of Lean
Principles of Lean IT
Lean terminology
Mutual understanding
Analysis tools
Preparing for Lean IT exam
Main goal
Attempt Foundation exam with confidence
Begin to apply Lean IT, tailoring it to your own projects’ needs
Secondary goal
Benefits and value of Lean IT
M00 - Course introduction 4/7 | 4/141
Foundation Exam
Paper based and closed book exam Only pencil and eraser are allowed Simple multiple (ABCD) choice exam Only one answer is correct 50 questions, pass mark is 25 (50%) 1 hour exam No negative points, no “Tricky Questions”
No pre-requisite for exam
Sample, one (official) mock exam is provided to you
Candidates completing an examination in a language that is not their mother tongue, will receive additional time
M00 - Course introduction 5/7 | 5/141
AgilePM syllabus section code and title
IN Introduction of Lean
CU Customer
PR Process
PE Performance
OR Lean Organization
BA Behaviour & Attitude
PS Problem Solving
Syllabus Handbook Page
Module slide number / total module slides
Slide number / total slides
Module number and name
Lean IThandbook page
Lean IT syllabus section code
Lean IT is defined in the Lean IT: Enabling and Sustaining Your Lean Transformation handbook• 1st edition, 2010• ISBN-13: 978-1439817568
M00 - Course introduction 6/7 | 6/141
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Mirosław DąbrowskiAgile Coach, Trainer, Consultant(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer / Coach
• Creator of 50+ mind maps from PPM and related topics (2mln views): miroslawdabrowski.com
• Lead author of more than 50+ accredited materials from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
• Creator of 50+ interactive mind maps from PPM topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project management portal: 4PM: 4pm.pl (15.000+ views each month)
• Editorial Board Member of Official PMI Poland Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods translator for Polish language
• English speaking, international, independenttrainer and coach from multiple domains.
• Master Lead Trainer• 11+ years in training and coaching / 15.000+ hours• 100+ certifications• 5000+ people trained and coached• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum• Agile Coach coaching C-level executives • Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams• Experience multiple Agile methods• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years• Experienced with (“traditional”) projects under high
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ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank, Descom, Ericsson, Ericpol, Euler Hermes, General Electric, Glencore, HP Global Business Center, Ideo, Infovide-Matrix, Interia, Kemira, Lufthansa Systems, Media-Satrun Group, Ministry of Defense (Poland), Ministry of Justice (Poland), Nokia Siemens Networks, Oracle, Orange, Polish Air Force, Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom, Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy, Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management, Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0, ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM Simulation …
M00 - Course introduction 7/7 | 7/141
1. Introduction of Lean
2. Customer
3. Process and Value Stream Mapping
4. Performance Management
5. Organization
6. Problem Solving with Kaizen
7. The Lean Organization and Attitude
M01 - Introduction of Lean 2/24 | 9/141
CustomizationHighly skilled workforce
High cost
Moving Production LineProduction Engineering
Low cost, inflexible model
Focus on qualityJust-in-time productionContinual Improvement
Proved the value of continual improvement
at General Electric
Services & HealthProfessionals
Productivity improvement
Business process improvement
1910 1920 19551887 2000
Scientific management,
labour productivity
Craft Production
Mass ProductionToyota Production
System (TPS) Lean In Service
Taylor Jack WelchDeming
M01 - Introduction of Lean 3/24 | 10/141
Traditional Management Lean Management
Managers have all the answersManager should ask the right questions
(coach), employees should have the answers as a team
Managers do the thinking, workers concentrate on doing Managers facilitate the workers to add value
Activities are done, because they are asked/told to be done Activities are only done if they add value
A certain rate of defects is unavoidable Defects can be eliminated
M01 - Introduction of Lean 4/24 | 11/141
Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
M01 - Introduction of Lean 5/24 | 12/141
Lean Agile
Respect for People Self-organizing Teams
Kaizen Inspect & adapt, short feedback cycles
Prevent/eliminate Waste No unused specs, architecture or infrastructure
Pull inventory (Kanban) Estimates reflect team capacity
Visual Management Information radiators
Built-in Quality Definition of Done, Engineering standards
Customer Value Active Business Collaboration (Product Owner)
Optimizing the whole Whole Team Together (incl. stakeholders)
Deliver Fast Timeboxed iterations with working Increments
The manager-teacher The facilitating servant-leader
Lean Management is aligned with Agile Values and Principles
M01 - Introduction of Lean 6/24 | 13/141
Lean thinking and acting is all about: Increase customer value Reducing waste Management as facilitator Involvement of all employees Developing people Continual improvement in
small steps
Stability Robustness
5S Kaizen
StandardWorking
Heijunka
Just in Time Jidoka
Quality
Delivery Costs
M01 - Introduction of Lean 7/24 | 14/141
Customer Value
Value Stream
Flow
Pull
Perfection
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 reducing peak and low volumesDemand triggers the process
chain in order to reduce stock
First time right, focus on quality prevention
of defects
M01 - Introduction of Lean 8/24 | 15/141
Value is linked to price through the mechanism of exchange The worth of a product or service to somebody else: the
customer Each customer determines what is value and what is not Companies charge money for the value they add to the product
or service
What is value?
What iswaste?
Waste is anything that we do that does not add value from the perspective of the customer.
The activity done by the supplier is marked as waste if the customer is not willing to pay for that activity. It might be required by law to perform the activity, the necessary non-added value
The customer decides what is waste. In Japanese: Muda
M01 - Introduction of Lean 9/24 | 16/141
Motion
Inventory
Over processing
Defects & Rework
Waiting time
Transportation
Variability (Mura) Variability in volume or complexity
of customer demand Spread in the outcome of processes
Inflexibility/Overburden (Muri) Team capacity cannot scale up or down with demand Fixed service time frames or release schedules Batch and queue operating model Specialized resources in a limited number of tasks
Waste (Muda)
Overproduction
Talent
M01 - Introduction of Lean 10/24 | 17/141
Value-add Work that adds value in the eyes of the customer The customer is willing to pay for this work Application development, Server Maintenance
Necessary non-value-add Work that does not add value for customer, but needs to be done Recruiting staff, Finance and accounting, Application testing
Non-value-add Work that does not add value for the customer or the business Redundant work, Solving IT incidents, Doing more than required
M01 - Introduction of Lean 11/24 | 18/141
Value-add Necessary non-value-add Non-value-add
Application development: delivers new functionality for the customer
Operational activities: ensure the service keeps working
Delivery of a laptop: means a new employee can work
Advice: providing understanding and insight into the use of IT so that decisions can be made
Recruiting staff: recruiting and selecting new people ultimately helps the organisation to deliver value
Finance & accounting: these activities mean we can finance the delivery of value to customers
Application testing:ensuring that the product works before it is delivered to the customer
Inventory: managing large backlogs of incidents
Doing more than required: providing functionality that is not necessary
Rework: bugs in software and subsequent solving IT incidents
Waiting: delay between programming and testing
General non-value add:Sick leave
M01 - Introduction of Lean 12/24 | 19/141
Waste: What types of waste within an IT
organization or process can you identify?
Types of activities: What category do various IT activities fall
into?
M01 - Introduction of Lean 13/24 | 20/141
Rework Waste of resources Production interrupts Overtime to catch up Loss of team spirit
Do more inspections Defected products cannot
be delivered to customers Improve quality standards
Offer more warranties Product recall from the
market More government
regulations
Effect
Outside theOrganization
(external)
Inside theOrganization
(internal)
Detection
Prevention
Reputation damage
Loss of trust
Fines or claims
Loss of permit to operate
M01 - Introduction of Lean 14/24 | 21/141
The focus on customer value in thinking and acting results in an improvement of customer satisfaction
Better connection between customer and organization because we are engaged in an ongoing customer dialogue
Better products due to continual improvement of processes
Higher involvement and motivation of employees Earlier delivery of products with the help of
reduction of duration of processes
Financial benefits due to reduction of waste Optimization of value-add work which frees time for
other activities Reduction of the duration between order intake and
delivery which improves the cash flow Earlier payment is possible
CustomerSatisfaction
StrategicValue
Financial
M01 - Introduction of Lean 15/24 | 22/141
The Deming circle is an integral part of the Lean philosophy and embodies the goal for continual improvement:
PLAN: Design or revise business process components to improve results
DO: Implement the plan and measure its performance
CHECK: Assess the measurements and report the results to decision makers
ACT: Decide on changes needed to improve the process
The Deming circle creates a feedback loop for management to ensure that improvements are identified and implemented
PDCA may also be used as an alternative for the DMAIC cycle
Plan
DoCheck
Act
Daeming Cycle
M01 - Introduction of Lean 16/24 | 23/141
“Lean IT is the extension of lean manufacturing and lean services principles to the development and
management of information technology productsand services.
Its central concern, applied in the context of IT, is the elimination of waste, where waste is work that
adds no value to a product or service.”
M01 - Introduction of Lean 17/24 | 24/141
SixSigma
Lean Manufacturing
LeanServices
Reduce variationProcess improvement
Characteristics: Statistical Data-driven
problem-solving (DMAIC)
Root Cause Analysis
Subject: ProductStyle: Fact based
Eliminate wasteProcess optimization
Characteristics: Tangible Predictable Structured Measured
Subject: MachineStyle: Tuning
Eliminate wasteProfessionalization
Characteristics: Intangible Unpredictable Chaos Not measured
Subject: PeopleStyle: Change
Evolution of Lean IT
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Lean IT is no guidance on IT subject matters or how IT challenges should approached
Lean IT is a generic improvement approach with a strong focus onbehavior and attitude
Lean IT is applied on the entire IT domain, from requirements to maintenance
Applying Lean IT involves the entire management and all the employees
IT best practices deliver IT content on how things like architecture, service management or security should be done
Attitude and behaviour elements of change are not covered in these frameworks
The combination of Lean IT and IT best practices is very powerful The IT best practices guides us on how a process should be organized Lean tools are used to optimize the process and reduce waste
Positioningof Lean IT
IT Best Practices
Combine
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Best practice framework on IT Service Management processes, like change or release management process
Use ITIL as guidance for the implementation of service management Three main stages of IT Services life cycle: design, transition and
operation Complemented with Service Strategy and Continuous Service
Improvement Although processes change, ITIL does not address changes in attitude
and behaviour of employees
What is ITIL?
Similarities between
Lean IT and ITIL
Strong focus on processes Continuous improvement Problem Solving Measurement as key concept both in ITIL and Lean IT Quality focus, with ITIL through SLA mechanism
M01 - Introduction of Lean 20/24 | 27/141
Behaviour&
Attitude
Customer
Process
Organisation
Performance
Problem Solving Methodology
M01 - Introduction of Lean 21/24 | 28/141
Behaviour&
Attitude
Customer
Process
Organisation
Performance
Who is the customer? What element of our service
is of value to the customer?
What are the capabilities of our processes?
How much time is spend on value added activities?
What is the performance of teams and individuals?
Is the organization structured to meet customer demand?
How do we work as a team? How customer focus are we
really working?
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