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


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


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


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


twitter.com/mirodabrowski

linkedin.com/in/miroslawdabrowskigoogle.com/+miroslawdabrowski

miroslaw_dabrowski

www.miroslawdabrowski.com

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

security, audit and compliance requirements based on ISO/EIC 27001

• 25+ web portal design and development and mobile application projects with iterative,incremental and adaptive approach

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 …


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


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


Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013


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


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


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


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


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


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


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


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?


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


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


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


“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.”


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


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


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


Behaviour&

Attitude

Customer

Process

Organisation

Performance

Problem Solving Methodology


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?



I hope you enjoyed this presentation. If so, please like, share and

leave a commentbelow.

Endorsements on LinkedIn are also

highly appreciated! (your feedback = more free stuff)

MIROSLAWDABROWSKI.COM/downloads

Education

Lean IT - Foundation