Mike Orzen, Lean IT – Transforming to a lean culture. Lessons learned - European Lean IT Summit 2012
"Lean IT practices, from theory to application" by Mike Orzen
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Transcript of "Lean IT practices, from theory to application" by Mike Orzen
Copyright © Institut Lean France 2011
Lean IT From Theory to Application
Moving beyond the what to the how !
Mike OrzenLean Enterprise Institute
The Shingo Prizewww.maorzen.com
Copyright © Institut Lean France 2011
Level Set
Lean IT - From Theory to Application, Mike Orzen www.maorzen.com 2Lean IT - From Theory to Application, Mike Orzen www.maorzen.com
Copyright © Institut Lean France 2011
Paradigm s
3
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Where is Value in IT?
4Lean IT - From Theory to Application, Mike Orzen www.maorzen.com
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• IT enables people to solve problems and create value
� Information is primary
� Functionality is secondary
The IT Myth
5Lean IT - From Theory to Application, Mike Orzen www.maorzen.com
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The “Weave”
6Lean IT - From Theory to Application, Mike Orzen www.maorzen.com
© Copyright 2011 Mike Orzen & Associates, Inc. www.maorzen.com All rights reserved.E
nterprise Architecture
Application Delivery Value Stream
Service Desk Value Stream
IT Services Value Streams
Client Services Value Stream
Security, Stability Value Stream
Operations
Help D
esk & S
upport
Governance, B
udget
Infrastructure Engineering
Portfolio M
gt.
App D
ev/Maintenance,
PM
O and R
esource Mgt.
Prioritization, D
elivery
7
© Copyright 2011 Mike Orzen & Associates, Inc. www.maorzen.com All rights reserved.E
nterprise Architecture
Application Delivery Value Stream
Service Desk Value Stream
IT Services Value Streams
Client Services Value Stream
Security, Stability Value Stream
Operations
Help D
esk & S
upport
Governance, B
udget
Infrastructure Engineering
Portfolio M
gt.
App D
ev/Maintenance,
PM
O and R
esource Mgt.
Prioritization, D
elivery
8
© Copyright 2011 Mike Orzen & Associates, Inc. www.maorzen.com All rights reserved.E
nterprise Architecture
Application Delivery Value Stream
Service Desk Value Stream
IT Services Value Streams
Client Services Value Stream
Operations
Help D
esk & S
upport
Governance, B
udget
Infrastructure Engineering
Portfolio M
gt.
App D
ev/Maintenance,
PM
O and R
esource Mgt.
Prioritization, D
elivery
9
Security, Stability Value Stream
Copyright © Institut Lean France 2011
• The good: expertise and execution/collaboration and communication
• The bad: silo based thinking, local optimization, conflicting priorities
• The ugly: unnecessary complexity and tech debt
About the “Weave”
10Lean IT - From Theory to Application, Mike Orzen www.maorzen.com
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• Firefighting to methodical cadence of work
IT vs. Lean - Behaviors
11Lean IT - From Theory to Application, Mike Orzen www.maorzen.com
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1 Understand the real work
2 Streamline communication
3 Simplify the process
4 Adopt hypothesis-driven problem solving
4 Steps
12Lean IT - From Theory to Application, Mike Orzen www.maorzen.com
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Projects
Lean IT - From Theory to Application, Mike Orzen www.maorzen.com 13
Business
Problems
Barriers &
Opportunities
Counter
Measures &
Solutions
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Working Sequence
Lean IT - From Theory to Application, Mike Orzen www.maorzen.com 14
Process
Improvement
Process
Improvement
• Quality,
Speed,
Cost
Information
Requirements
Information
Requirements
• Accurate, Timely,
Actionable, Formatted,
Accessible
System
Requirements
System
Requirements
• Stable,
Trusted,
Secure
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• “Know the business better than the business”
• 4 DNA elements applied to information
An Example
15Lean IT - From Theory to Application, Mike Orzen www.maorzen.com
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1. Specifications document all work processes and include content, sequence, timing and outcome.� VSM� Volume, quality and timing measures� Focused process mapping� Problem solving
Processing “Client” Records
Lean IT - From Theory to Application, Mike Orzen www.maorzen.com 16
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Processing “Client” Records
Lean IT - From Theory to Application, Mike Orzen www.maorzen.com 17
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2. Connections with clear YES/NO signals directly link every customer and supplier.� Collaborate all the players� Coordinate information systems� Establish clear signals and business rules
Processing “Client” Records
Lean IT - From Theory to Application, Mike Orzen www.maorzen.com 18
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Processing “Client” Records
Lean IT - From Theory to Application, Mike Orzen www.maorzen.com 19
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3. Every product and service travels a single, simple and direct flow path.� Clearly define the target value stream� Keep it simple and direct� Coordinate information systems
Processing “Client” Records
Lean IT - From Theory to Application, Mike Orzen www.maorzen.com 20
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Processing “Client” Records
Lean IT - From Theory to Application, Mike Orzen www.maorzen.com 21
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4. Workers at the lowest feasible level, guided by a coach, improve their own work processes using scientific methods.� Keeps the people closest to the work engaged
in CPI� Keeps work instructions from becoming
“invisible”� Works as a disinfectant to reactive firefighting
behavior
Processing “Client” Records
Lean IT - From Theory to Application, Mike Orzen www.maorzen.com 22
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Processing “Client” Records
Lean IT - From Theory to Application, Mike Orzen www.maorzen.com 23
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Why is Lean IT So Difficult?
24Lean IT - From Theory to Application, Mike Orzen www.maorzen.com
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• Conflicting forces
• Event-driven thinking
• Culture of heroic effort
• Leading with technology to solve a process problem (missing the point)
The Trouble with CPI and IT
25Lean IT - From Theory to Application, Mike Orzen www.maorzen.com
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• Server Deployment• App and H/W Maintenance• Dev/Ops Coordination• Break/Fix Process• Offshore Coordination• Coverage Process• Help Desk• Prioritization
Examples of Applied Lean IT
Lean IT - From Theory to Application, Mike Orzen www.maorzen.com 26
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Questions & Comments
Lean IT - From Theory to Application, Mike Orzen www.maorzen.com 27
Mike OrzenLean Enterprise InstituteThe Shingo Prizewww.maorzen.comTwitter: MikeOrzenLeanIT
Copyright © Institut Lean France 2011
www.lean-it-summit.com