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LEAN STRATEGIES FOR IT SUPPORT ORGANIZATIONS
Scrum Gathering 2011Seattle
Roger Brown CSC, CST Moonrise Consulting, San Jose, CAPeter Green Agile Coach and Trainer, Adobe Systems, Inc.
With assistance from Jonathan Snyder, Adobe
Systems, Inc.and Jeff McKenna, Agile Action
CAN IT SERVICES BE AGILE?
2
LEAN PRINCIPLES
3
Minimize the time from order to cash2.
Map the
Value Strea
m
3. Creat
e Flow
4. Establish
Pull
5. Seek Perfecti
on
1. Identi
fy 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 Strea
m
3. Creat
e Flow
4. Establish
Pull
5. Seek Perfecti
on
1. Identi
fy 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 Strea
m
3. Creat
e Flow
4. Establish
Pull
5. Seek Perfecti
on
1. Identi
fy Value
Product Definition
Product Developme
nt
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 Developme
nt
Product Delivery
Product Operation
Innovation GamesPragmatic MarketingCustomer
Development
DevOps
Who is missing?
Leading edge Agile approaches
Mainstream
DEVOPS
Done, done, done
Development Operations
Rele
ase
an
dD
ep
loy
COMPLETING THE VALUE STREAM
Product Discovery
Product Definition
Product Developme
nt
Product Delivery
Product Operation Support
Support is the interface to the
customer
Now we can start thinkingabout optimizing the entirevalue 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
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 ScaleEconomies 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 Strea
m
3. Creat
e Flow
4. Establish
Pull
5. Seek Perfecti
on
1. Identi
fy Value
USER DEMAND
Story
Story
Story
Defect
StoryRefacto
rStory
Defect
Story
Where does it come from?
VALUE DEMAND
Value Demand is the work that originates in product discovery and improvement.
FAILURE DEMAND
Failure Demand is the work that originates in product mistakes, mishaps and misunderstanding.
THE LEAN NO-BRAINERS
18
We know about these from our Agile experience:
- Small batches- Single piece flow- Limit Work In Progress
DECENTRALIZED CONTROL
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
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 Strea
m
3. Creat
e Flow
4. Establish
Pull
5. Seek Perfecti
on
1. Identi
fy Value
PULL
22
Push systems overwhelm capacity, creating turbulence, waste and delay
Pull systems have a steady flow that provides predictability
Push
♫
Normal Urgent Process ImprovementWI Types:
DesignWIP=2
TestWIP = 3 Done
DevelopWIP=4
(PrioritizedBacklog)
Doing Done Doing Done
Bottleneck Station
1312111098
7654
321
Workflow
WIP
Limit
WIP
Limit
WIP
Limit
SIMPLE SOFTWARE KANBAN BOARD
To Do
23
KANBAN
KANBANWIP Limits
Visual Management
Self Assignment
Prioritization
Incremental Improvement
CADENCE
Sprint 1 Sprint 2 Sprint 3
Decomposition
Scrum for development
Lean for operations
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 Strea
m
3. Creat
e Flow
4. Establish
Pull
5. Seek Perfecti
on
1. Identi
fy Value
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 processreach 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 systems instead of root causes, bugs
The Seven Deadly Wastes
LEAN PRODUCT DEVELOPMENT GOALS
Valuable Product
Usable Knowledg
e
Plan
DoCheck
Act
Demming Cycle
• Patterns• Institutional knowledge• Knowledge sharing• Learning Organization
FASTER FEEDBACK
Plan
DoCheck
Act
Demming Cycle
EXISTING FEEDBACK LOOPS TO IMPROVE
Product Discovery
Product Definition
Product Developme
nt
Product Delivery
Product Operation Support
HelpDesk
ReliabilityConfigurationPerformanceCompliance
Bugs
ReleaseFrequency
NEW FEEDBACK LOOPS TO ADD
Product Discovery
Product Definition
Product Developme
nt
Product Delivery
Product Operation Support
LearningSupport viewpoint,
toolsLow value featuresInefficient features
Supportability featuresFeature ideas from customers
Usability issuesWrong featuresMissing features
Customer desiresEmerging problems
Help Desk
INCREASE CUSTOMER INVOLVEMENT
Product Discovery
Product Definition
Product Developme
nt
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.
REFERENCESAnderson, 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.
35
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.
