1. LEAN IN ITSM
A FUNNY THING HAPPENED ON
MY JOURNEY

2. FRAME THE SESSION
• What normally happens Is we build a process from
left to right
• Why?
• What if we built the process starting with the
customer?
• Define customer as user, external customer, next in
line, I don’t give a toss.
• Vision, SIPOC, VSM with post-it notes, all players in
one room for a day
• Take no prisioners, assign RACI afterwards
• KPIs: if they don’t enable a decision they are a
metric

3. SET THE FOCUS
S I P O C
Supplier Input Process Output Customer
Who provides
information?
How is this
turned into
requirements
or wishes?
What are the
steps?
What is the
outcome?
Who receives
the outcome?
SIPOC: a simple way to scope a process

4. VALUE STREAM MAPPING
 Value Stream Map is a
detailed process flow
diagram of the current
value stream.
 The aim of Value Stream
Mapping is to visualize a
process in such a way
that the process can be
analysed
 Take the SIPOC and
create a detailed flow of
process steps
Process nameInput of the process Output of the process
Step 1 Step 2 Step 3 Step 4 Step 5
Permission from LeanIT Association

5. VALUE STREAM MAPPING: TAKT TIME
 Takt time determines the
correct pace of the
process to ensure that it
delivers products to match
customer demand
 Takt time is calculated by
dividing the net working
time available by the
number of customer
requests
 If the output of the process
is lower than the Takt time
then the customers will
have to wait
Unit of work: Change
Takt time: 6 hours
CUSTOMERS:
80% from Service Delivery Manager
20% from Problem Management
Release processChange ready for release Deployed change
1) Receive
change
request
and
distribute
2) Intake
change
complete
ready for
delivery
3) Plan the
change
4) Deliver
change
Design
Build
Test
5) Handover
to
Operations
Takt
time
Net time available to work
Demand of the customer
=
Permission from LeanIT Association

6. VALUE STREAM MAPPING: BASIC INFORMATION
 Add basic information
such as the input and
output.
 Subdivide the process
into steps that can be
measured
 Describe the steps
Release Process
INPUT:
Change ready for release
OUTPUT:
Deployed change
1) Receive
change
request
and
distribute
2) Intake
change
complete
ready for
delivery
3) Plan the
change
4) Deliver
change
Design
Build
Test
5) Handover
to
Operations
Permission from LeanIT Association

7. NOW I CAN IMPROVE
Time metrics are added to
the VSM
 Cycle Time: time spent
to create the product.
This is value-added
time.
 Waiting Time: time
spent on waiting for the
next activity.
 Standard Time: the
time that a particular
step should take to carry
out.
 Process Cycle
Efficiency: (PCE) is the
degree of efficiency of a
process.
Unit of work: Change
Takt time: 6 hours
Lead time: 20 days
CUSTOMERS:
80% from Service Delivery Manager
20% from Problem Management
260
Release processChange ready for release Deployed change
10 15 45 160 30
1) Receive
change
request
and
distribute
2) Intake
change
complete
ready for
delivery
3) Plan the
change
4) Deliver
change
Design
Build
Test
5) Handover
to
Operations
PCE Total Cycle Time
Total Lead Time
=
12 15 25 205 45
120 480 1440 2880
352
5272
6.6%
Permission from LeanIT Association

8. VALUE STREAM MAPPING: UNITS OF WORK
 Add the type of unit of
work that gets processed
by this process
 Record the customer, as
previously defined in the
SIPOC
 Specifically define the
amount of work from each
customer if there is more
than one customer
Unit of work: Change
CUSTOMERS:
80% from Service Delivery Manager
20% from Problem Management
Release processChange ready for release Deployed change
1) Receive
change
request
and
distribute
2) Intake
change
complete
ready for
delivery
3) Plan the
change
4) Deliver
change
Design
Build
Test
5) Handover
to
Operations
Permission from LeanIT Association

9. VALUE STREAM MAPPING: LEAD TIME
 Lead time: time between
the moment a customer
requested something and
the moment that it was
delivered
 Calculation of Lead time:
Lead time = Time the
customer received the
requested performance –
Time the request was
submitted
 The lead time depends on
work-in-progress and how
many products are
delivered on average in a
given time
 Shortening lead time often
goes hand-in-hand with
the reduction of the work-
in-progress
Unit of work: Change
Takt time: 6 hours
Lead time: 20 days
CUSTOMERS:
80% from Service Delivery Manager
20% from Problem Management
Release processChange ready for release Deployed change
1) Receive
change
request
and
distribute
2) Intake
change
complete
ready for
delivery
3) Plan the
change
4) Deliver
change
Design
Build
Test
5) Handover
to
Operations
Lead
time
Work In Progress
Output per unit of time
=
Permission from LeanIT Association

10. VALUE STREAM MAPPING: STANDARD TIME
 Standard time is the time
that a particular step
should take to carry out.
 Standard time is not
necessarily the same as
the actual time spent.
 Times are always
recorded in minutes
 Determine per step how
long the step should take.
 Record in the block in the
step.
 The total of the standard
times is the standard time
for the entire process.
Unit of work: Change
Takt time: 6 hours
Lead time: 20 days
CUSTOMERS:
80% from Service Delivery Manager
20% from Problem Management
260
Release processChange ready for release Deployed change
10 15 45 160 30
1) Receive
change
request
and
distribute
2) Intake
change
complete
ready for
delivery
3) Plan the
change
4) Deliver
change
Design
Build
Test
5) Handover
to
Operations
Permission from LeanIT Association

11. EFFICIENCY OF TIME-USAGE IN PROCESSES
 Process Cycle Efficiency
 Time-based measurement
 Helps to identify whether a process is approaching flow
 Process Cycle Efficiency = (Value-added Time / Lead Time)
 The closer the PCE is to 1 (or 100%) the greater the flow
10 15 45 160 30
1) Receive
change
request
and
distribute
2) Intake
change
complete
ready for
delivery
3) Plan the
change
4) Deliver
change
Design
Build
Test
5) Handover
to
Operations
12 15 75 205 45
120 480 1440 2880
352
5722
6.6%
PCE
Permission from LeanIT Association

12. VALUE STREAM MAPPING: VISUAL INDICATORS
Waste Symbols:
Transport of goods
Inventory
Motion of people
Waiting time
Over-processing
Overproduction
Defects and Rework
Other Symbols
Information flow
Physical flow
External supplier
Process / Process
step
Kaizen action
Unit of work: Change
Takt time: 6 hours
Lead time: 20 days
CUSTOMERS:
80% from Service Delivery Manager
20% from Problem Management
260
Release processChange ready for release Deployed change
10 15 45 160 30
1) Receive
change
request
and
distribute
2) Intake
change
complete
ready for
delivery
3) Plan the
change
4) Deliver
change
Design
Build
Test
5) Handover
to
Operations
12 15 25 205 45
120 480 1440 2880
352
5272
6.6%
PL =
CP =
TP =
WIP =
PL =
CP =
TP =
WIP =
PL =
CP =
TP =
WIP =
PL =
CP =
TP =
WIP =
PL =
CP =
TP =
WIP =
Permission from LeanIT Association

13. SO WE CHEATED!

14. OUR NOT SO FANCY VSM

15. DEMAND
QUALIFICATION
PERMITTO
SPECIFY
BLUEPRINTS
IMPLEMENTATIONSCENARIO
PERMITTOACQUIRE
DELIVERY
TEST
PERMITTOPERFORM
HANDOVER
PRODUCTION
PRODUCT
LIFECYCLE
MANAGEMENT
SERVICELEVEL
FRAMEWORK
IDEA 2 DELIVERY 2 SUPPORT

16. WHO DOES WHAT WHEN: RACI
Demand
Qualification
Permitto
Specify
ServiceLevel
Framework
BluePrints
Implementation
Scenario
Permitto
Acquire
Delivery
Test
Permitto
Perform
Handover
Production
Product
Lifecycle
Management
1) New IT
Service
(retiring)
2) New
functionality
existing IT
Service
3) Organic
growth
(increase,
decrease)
4) Lifecycle
projects
existing IT
Service
Insert team names, tools or supplier

17. KPI: WHAT IS GOOD?
Per KPI:
• Clear definition
• Uniform way of calculation
• Quality, Safety, Satisfaction,
Effort
• Roles & responsibilities
• Elicit a response
• Top down
• Limit the number
• Make them agreed

18. METRICS: CREATE AS A TEAM
Percentage of Releases not built to standard in the library
Percentage of tests performed along the path
Number of unauthorised deployments (above zero is bad)
Deployments accepted percentage
Number of service-affecting outages caused by deployments
(approved and unauthorised)
Percentage of assets/configurations updated along the the path
Number of “special” change requests (those Management decrees)
% of effort across the lifecycle

19. KPI TRAITS
KPI:
Goal: Category: (quality, timing, people management,
continuous improvement, financial)
Definition: Level at which the performance indicator is
used:
Formula: Data collection process:
(including source of information, timing and
responsible)
Unit of measurement (%, number, index) Measurement Accuracy:
Frequency of reporting
KPI owner:
Issues:
Required response:

20. 20
WILL FORM BASIS FOR SLA, OLA, SUPPLIER CONTRACTS AND
INPUT INTO SERVICE CATALOG
Service Management Charter: NAME OF SERIVCE OR APPLICATION
Event Scope Leadership / Coordination (Normal) Schedule
Product or Service Compute, Storage, Service Desk, etc. Executive Sponsor VP or C-level
Days of
Product/Service
When is it required?
Specific Conditions
What circumstances you're including and excluding? (type of
customer, time of year, etc.)
XXX Manager Tactical role until GFB live Start/End Times Times of use
Customer Demand
How many times is this done per wk, qtr, mo, or yr.? (if
helpful to know)
IT Service Leader Service or Application IT owner
Location(s) of
service
Corporate or specific locations
used
Location of documentation SharePoint location
First Step Task on first process block Business Service
owner
Not always needed but useful
Product - Service
Date exceptions
Linked to Change calendar or
other requirementsLast Step Task on last process block
Boundaries & Limitations What is the team NOT authorized to change, do, etc.? Supplier/Vendor
If external, then name of company and
contact
Interim Briefing(s) If scrum, when or CAB
Reporting cycle
Daily, weekly, quarterly (add in
roles if helpful)
Event Drivers Significant Contacts
1 What dependencies in services Providers Name Contact Name Contact Information
2 What dependencies on other partners (significant 1
3 Assumptions 2
4 3
5 4
Goals & Measureable Objectives 5
1 Aim for objectives w/ measurable targets (from X to X). 6
2 7
3 8
4 9
5 10
Planned Deliverables by Output-based Partners On-Call Support
1 Application mgt Function Name Contact Information
2 Compute storage 1
SMEs that may not be needed
full time
3 Service Desk 2
4 3
5 4
Planned Deliverables by Operating Partners On-Call Support
1 Application mgt Function Name Contact Information
2 compute storage 1
SMEs that may not be needed
full time
3 Service Desk 2
4 3
5 4
Potential Obstacles Approvals
1 Application mgt Executive Sponsor XXX Manager Business Owner
2 Compute storage
3 Service Desk
4 Signature: Signature: Signature:
5 Date: Date: Date:
Version Control
1 Version no. Reason for change
2 Creation Date
3 Revised Date
4 Author
OLA

21. Managed Infrastructure:Example between COMPANY teams
Scenario Comments
Accountable Responsible Consulted Informed
Service Description
Who defines the service
being provided?
The service is a product, defined and provided by the .
Service Options will be selected by YYY
Service Hours
Who defines the hours
of provision
The service is a product, defined and provided by the XXX.
Service Options will be selected by YYY
Service Targets
Who sets the targets of
provision
The service is a product, defined and provided by the XXX.
Service Options will be selected by YYY
Service Availability
Who ensures the
availability of that
service
MI can be configured to provide different availability tagets.
The APPS will configure the MI in accordance with guidelines
set by product management
Service Capacity
Who ensures that
capacity is deployed as
required
XXX is exclusively responsible for providing required capacity.
YYY has visibility of overall consumption.
Service Monitoring
and Events
Who monitors and
reacts to events
APPS will configure the infrastructure to raise events to the
event monitoring system in accordance with guidelines
established by YYY
Incident and
Problem
Management
Who manages the
incident or problem
COMPANY visible incidents will be managed by the APPS in
the COMPANY incident management system in accordance
with guidelines established by YYY
Change Management
Who approves the
change request
(Yes/No)
Change requests for infrastructure configuration, OS and
application software will be managed by the APPS in
accordance with guidelines established by YYY
Release Management
Who does the approved
change
Releases of infrastructure configuration, OS and application
software will be managed by the APPS in accordance with
guidelines established by YYY
Configuration
Management
Who manages SACM
Infrastructure Cis will be maintained by the APPS in the
COMPANY CMDB in accordance with guidelines defined by YYY
Security
Management
Who ensures Security
on infrastructure
The infrastructure security configuration and security
management tooling will be managed by the APPS in
accordance with guidelines determined by YYY
Governance
Who performs
governance of service
The service will be governed by YYY in a consultative
structure that gives voice to APPS and XXX
Service Continuity
Who ensures service is
always there
MI can be configured to provide different continuity scenarios.
The APPS will configure the MI in accordance with guidelines
set by product management
Service Level
Management
Who reviews service
and contract
Service levels will be reviewed by the APPS in consultation
with the XXX
Service Reporting
and Metrics
Who provides data on
service
Service level reports will be delivered by the XXX as part of
the defined service
Continual Service
Improvement
Who ensures service is
being improved
MI service level improvement is the responsibility of the XXX
Escalation
Who notifies and
manages
communication
Escalation/Communication of COMPANY visible incidents will
be managed by the APPS in accordance with guidelines
established by YYY
You need to add in a name, not a team.
RACI

22. daniel.breston@ranger4.com
www.ranger4.com
@danielbreston
QUESTIONS