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This was presented by Roger Brown and Peter Green at the Seattle Scrum Gathering on 5/17/11. Slides have been annotated with some discussion notes to provide additional context.
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LEAN STRATEGIES FOR
IT SUPPORT ORGANIZATIONS
Scrum Gathering 2011
Seattle
Roger Brown
CSC, CST Moonrise Consulting, San Jose, CA
Peter Green
Agile Coach and Trainer, Adobe Systems, Inc.
With assistance from
Jonathan Snyder, Adobe Systems, Inc.
and Jeff McKenna, Agile Action
© 2011 Moonrise Consulting, San Jose, CA
CAN IT SERVICES BE AGILE?
2
This presentation is inspired by a
learning project at Adobe Systems, Inc.
Contact [email protected] if
you would like to know more.
LEAN PRINCIPLES
3
Minimize the time from order to cash2. Map
the Value
Stream
3. Create Flow
4. Establish Pull
5. Seek Perfection
1. Identify Value
The five-step thought process for
guiding the implementation of lean
techniques is easy to remember,
but not always easy to achieve
- lean.org
IDENTIFY VALUE
Specify value from the standpoint of
the end customer by product family.
2. Map the
Value Stream
3. Create Flow
4. Establish Pull
5. Seek Perfection
1. Identify Value
SOURCES OF VALUE FOR ENTERPRISE SYSTEMS
$ Useful functionality
$ High system reliability
$ Quick system response
$ High quality
$ Ease of use
$ Good support
MAP THE VALUE STREAM
Identify all the steps in the value stream
for each product family, eliminating
whenever possible those steps that do
not create value.
2. Map the
Value Stream
3. Create Flow
4. Establish Pull
5. Seek Perfection
1. Identify Value
Product Definition
Product Development
Product Delivery
THE SOFTWARE DEVELOPMENT VALUE STREAM
Scrum practitioners have focused on these activities
Product Backlog
Creation and
Release Planning
Development and
Testing during
Sprints
Frequent
Releases to
Production
Sprints
? ?
EXPANDING THE VALUE STREAM
Where does the
Product Vision
come from?
Scrum
Where does the
Product go after
delivery?
Product Discovery
Product Definition
Product Development
Product Delivery
Product Operation
Innovation Games
Pragmatic Marketing
Customer Development
DevOps
Who is missing?
Leading edge Agile approaches
Mainstream
DEVOPS
Done, done, done
Development Operations
Re
lea
se
an
d
De
plo
y
DevOps is one name for the growing field of Lean/Agile inspired operations practices. It seeks to break down the
wall between Development and Operations so that new product does not pile up unused and the challenges of
change risk and compliance can still be addressed. It leverages automation, virtualization and Agile Practices for
better communication and continuity between Dev and Ops.
COMPLETING THE VALUE STREAM
Product Discovery
Product Definition
Product Development
Product Delivery
Product Operation
Support
Support is the interface
to the customer
Now we can start thinking
about optimizing the entire
value stream
Bleeding edge for Agile Enterprises
What Lean/Agile
opportunities an
we find?
Product
WHAT IS SUPPORT?
What is a Service?
Activities, not tangibles
Produced and consumed at the same time
Customer is a co-producer
Utility + Warranty
Service
DISCUSSION: THE SUPPORT WORLD
Support Activities:
•Help Desk
•Failure Analysis
•Code updates
•System Monitoring
•System Configuration
•Bug fixing
•Incident Tracking
Challenges:
•Users expect rapid response to problems
•More people using more technology means more demand for help
•More products and versions to support
•Quarterly $ goals drive tight timelines
•Fragile, debt-ridden systems
•Management by time and budget, not value and quality
•Knowledge gained during emergencies is not retained
•Staff works in expertise silos
Opportunities:
•Responsive support pleases customers leading to more sales
•More “supportable” products have lower support costs
•Higher quality products have lower support costs
•More efficient and reduced demand saves people cost
•Fewer production disruptions escalated to development team
WHAT LEAN PRACTICES HAS YOUR ORG TRIED?
Lean Production Practices Often Applied to Services:
• Reduce average activity time (stop watches!)
• Heavy specialization (silos!)
• Resource Management (offshoring!)
• Stepwise forwarding (your incident record has 10 entries…)
• Standardization (support scripts!)
Focus is on activity and cost.Customers are frustrated.
Workers are de-motivated.
THE NEW PERSPECTIVE
Treat Service as a system
and focus on capacity and capability
to achieve flow.
Economies of Scale
Economies of Flow
FINDING FLOW
Make the value-creating steps occur in
tight sequence so the product will flow
smoothly toward the customer.
2. Map the
Value Stream
3. Create Flow
4. Establish Pull
5. Seek Perfection
1. Identify Value
USER DEMAND
Story
Story
Story
Defect
Story
Refactor
Story
Defect
Story
Where does it
come from?
VALUE DEMAND
Value Demand is the work that originates in
product discovery and improvement.Examples:
• Competitor features
• New technologies
• New ideas for products and features
• Customer requests for new functionality
• Payback of technical debt
FAILURE DEMAND
Failure Demand is the work that originates
in product mistakes, mishaps and
misunderstanding.Examples:
• Help requests
• Code defects
• Usability problems
• Building the wrong features
• Insufficient security, speed, uptime
• Technical debt to hurry shipment
THE LEAN NO-BRAINERS
19
We know about these from our Agile experience:
- Small batches
- Single piece flow
- Limit Work In Progress
The goal for your process
is items flowing through
the system at a
consistently high rate,
with no build up of
queues or work in
process.
DECENTRALIZED CONTROL
•Hire the right people
• Respect what they know and how they work
• Enable continual learning
• Give individuals autonomy to make decisions
• Use cross-functional teams where re-work occurs
• Align decentralized authority with centralized strategy
• Trust that uncertainty will be met more quickly by
knowledgeable, capable people
• Use explicit policies (team-defined and org-defined) to
aid trust in self-organization of teams
ABOUT VARIABILITY
In general, it is better to reduce the economic consequences of variability
than to try to reduce variability.
- Reinertsen
Manufacturing Development Support
Unit
Unit
Unit
Unit
Unit
Unit
Story
Story
Story
Story
Story
Story
Ticket
Ticket
Ticket
Ticket
Ticket
In Lean manufacturing, we work hard to eliminate it.
In product development we encourage it to spawn innovation.
In services, it just is. So we try to make the most of it.
• Look for patterns to leverage in prioritization and problem
solving
• Know the payoff function and the probability of success
• Cut your losses
ESTABLISH PULL
As flow is introduced, let customers pull
value from the next upstream activity.
Note: customer is the next downstream
process, not just end users
2. Map the
Value Stream
3. Create Flow
4. Establish Pull
5. Seek Perfection
1. Identify Value
PULL
23
Push systems overwhelm capacity,
creating turbulence, waste and delay
Pull systems have a steady flow that
provides predictability
Push
♫
Normal Urgent Process Improvement
WI Types:
Design
WIP=2
Test
WIP = 3 DoneDevelop
WIP=4
(Prioritized
Backlog)
Doing Done Doing Done
Bottleneck Station
Workflow
WIP
Limit
WIP
Limit
WIP
Limit
SIMPLE SOFTWARE KANBAN BOARD
To Do
24
KANBANDemo
KANBANWIP Limits
Visual Management
Self Assignment
Prioritization
Incremental Improvement
CADENCE
Sprint 1 Sprint 2 Sprint 3
Decomposition
Scrum for development Lean for operations
Lean cadence supports variability in delivery cadence.
Development problems are large and need to be
decomposed. Lean supports problems are already small
but have different expectations of resolution (SLA).
SEEK PERFECTION
As value is specified, value streams are
identified, wasted steps are removed,
and flow and pull are introduced, begin
the process again and continue it until a
state of perfection is reached in which
perfect value is created with no waste.
2. Map the
Value Stream
3. Create Flow
4. Establish Pull
5. Seek Perfection
1. Identify Value
Goals for an Agile Organization
• Optimal value delivered to customer
• Consistent processes
• Measurable processes
• Collect usable knowledge
• Focus
• Trust
• Continuous improvement
ABOUT PERFECTION
Perfection is never actually achieved.
The notion of perfection is itself subject
to a process of continuous improvement.
- Jonathan Snyder
When does our process
reach perfection?
REDUCING WASTE
Manufacturing Enterprise System Support
Inventory Stale support requests, planned process improvements,
unreleased fixes
Extra processing Heavy process steps, meetings, work assignments, manual
reporting
Overproduction Standardization of responses, speculative process changes
Transportation Task switching, issue triage, offshoring, issue forwarding
Waiting Specialist bottlenecks, batch fixes for a hot patch, reproducing
environments and configurations, queue escalations
Motion Emergency fixes, handoffs due to specialization, log in to
multiple systems to test or research
Defects Lost knowledge, mis-applied fixes, out-of-date scripts,
Addressing symptoms instead of root causes, bugs
The Seven Deadly Wastes
LEAN PRODUCT DEVELOPMENT GOALS
Valuable
Product
Usable
Knowledge
Process
• Patterns
• Institutional knowledge
• Knowledge sharing
• Learning Organization
FASTER FEEDBACK
Demming Cycle
EXISTING FEEDBACK LOOPS TO IMPROVE
Product Discovery
Product Definition
Product Development
Product Delivery
Product Operation
Support
Help
Desk
Reliability
Configuration
Performance
Compliance
Bugs
Release
Frequency
NEW FEEDBACK LOOPS TO ADD
Product Discovery
Product Definition
Product Development
Product Delivery
Product Operation
Support
Learning
Support viewpoint, tools
Low value features
Inefficient features
Supportability features
Feature ideas from customers
Usability issues
Wrong features
Missing features
Customer desires
Emerging problems
Help
Desk
INCREASE CUSTOMER INVOLVEMENT
Product Discovery
Product Definition
Product Development
Product Delivery
Product Operation
Support
Focus Groups
Customer Representatives
Customer Validation
AGILE ENTERPRISE MANIFESTO
We are uncovering better ways of developing enterprise business services by doing it and helping others do it. Through this work we have come to value:
Incentives for quality and value over time and cost
Agile organization over agile project methodology
Knowledge management over tribal memory
Economies of flow over economies of scale
That is, while there is value in the items on the right, we value the items on the left more.
- A work in progress by Jonathan Snyder,
Sr. Manager, IT Application Support,
Adobe Systems, Inc.
REFERENCES
Anderson, D. J. (2010). Kanban:
Successful Evolutionary Change for
Your Technology Business. Sequim,
WA: Blue Hole Press.
Beck, K., & al., e. (2001). Manifesto for
Agile Software Development. Retrieved
from agilemanifesto.org:
http://agilemanifesto.org/
Bell, S. C., & Orzen, M. A. (2011). Lean IT:
Enabling and Sustaining Your Lean
Transformation. New York: Productivity
Press.
Grönroos, C. (2007). Service Management
and Marketing: Customer
Management in Service Competition,
3rd Edition. Hoboken: J. Wiley.
Humble, J., & Farley, D. (2010). Continuous
Delivery: Reliable software releases
through build, test, and deployment
automation. Boston: Addison-Wesley.36
Reinertsen, Donald G. (2009). The
Principles of Product Development
Flow: Second Generation Lean Product
Development. Redondo Beach, CA:
Celeritas Publishing.
Seddon, J., & O’Donovan, B. (2009).
Rethinking Lean Service.
http://www.systemsthinking.co.uk/6-
brendan-jul09.asp
Womack, J. P., & Jones, D. T. (1993). Lean
Thinking. New York: Free Press.
Womack, J. P., Jones, D. T., & Roos, D.
(1990). The Machine that Changed the
World. New York: Macmillian Publishing
Company.