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LEAN IN ITSM
A FUNNY THING HAPPENED ON
MY JOURNEY
FRAME THE SESSION
• What normally happens Is we build a process from
left to right
• Why?
• What if we built the process s...
SET THE FOCUS
S I P O C
Supplier Input Process Output Customer
Who provides
information?
How is this
turned into
requireme...
VALUE STREAM MAPPING
 Value Stream Map is a
detailed process flow
diagram of the current
value stream.
 The aim of Value...
VALUE STREAM MAPPING: TAKT TIME
 Takt time determines the
correct pace of the
process to ensure that it
delivers products...
VALUE STREAM MAPPING: BASIC INFORMATION
 Add basic information
such as the input and
output.
 Subdivide the process
into...
NOW I CAN IMPROVE
Time metrics are added to
the VSM
 Cycle Time: time spent
to create the product.
This is value-added
ti...
VALUE STREAM MAPPING: UNITS OF WORK
 Add the type of unit of
work that gets processed
by this process
 Record the custom...
VALUE STREAM MAPPING: LEAD TIME
 Lead time: time between
the moment a customer
requested something and
the moment that it...
VALUE STREAM MAPPING: STANDARD TIME
 Standard time is the time
that a particular step
should take to carry out.
 Standar...
EFFICIENCY OF TIME-USAGE IN PROCESSES
 Process Cycle Efficiency
 Time-based measurement
 Helps to identify whether a pr...
VALUE STREAM MAPPING: VISUAL INDICATORS
Waste Symbols:
Transport of goods
Inventory
Motion of people
Waiting time
Over-pro...
SO WE CHEATED!
OUR NOT SO FANCY VSM
DEMAND
QUALIFICATION
PERMITTO
SPECIFY
BLUEPRINTS
IMPLEMENTATIONSCENARIO
PERMITTOACQUIRE
DELIVERY
TEST
PERMITTOPERFORM
HAND...
WHO DOES WHAT WHEN: RACI
Demand
Qualification
Permitto
Specify
ServiceLevel
Framework
BluePrints
Implementation
Scenario
P...
KPI: WHAT IS GOOD?
Per KPI:
• Clear definition
• Uniform way of calculation
• Quality, Safety, Satisfaction,
Effort
• Role...
METRICS: CREATE AS A TEAM
Percentage of Releases not built to standard in the library
Percentage of tests performed along ...
KPI TRAITS
KPI:
Goal: Category: (quality, timing, people management,
continuous improvement, financial)
Definition: Level ...
20
WILL FORM BASIS FOR SLA, OLA, SUPPLIER CONTRACTS AND
INPUT INTO SERVICE CATALOG
Service Management Charter: NAME OF SER...
Managed Infrastructure:Example between COMPANY teams
Scenario Comments
Accountable Responsible Consulted Informed
Service ...
daniel.breston@ranger4.com
www.ranger4.com
@danielbreston
QUESTIONS
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Have you tried to lean your IT Service Management? by Daniel Breston

Workshop: IT going slow, reputation poor, service partners not delivering? Your budget is 30% Development and the rest keeping things running with a mix of internal and external IT teams. Your Service Desk does not add value as no one is paid to call them but you do get a lot of calls for help to fix or make a request. You are struggling to maintain compliance or introduce robust disaster continuity. Your PMO and Dev teams struggle to work with the Operations teams. Your SLAs are worthless.
Any of this sound familiar?
ITIL® or COBIT ® are the standard frameworks IT introduces but these seem to add burden and waste. What I did was lean my ITSM processes but first I leaned my IT people (within IT, partners and business stakeholders). A presentation by Daniel Breston at the Lean IT Summit 2015.
More Lean and IT on www.lean-it-summit.com

Have you tried to lean your IT Service Management? by Daniel Breston

  1. 1. LEAN IN ITSM A FUNNY THING HAPPENED ON MY JOURNEY
  2. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 13. SO WE CHEATED!
  14. 14. OUR NOT SO FANCY VSM
  15. 15. DEMAND QUALIFICATION PERMITTO SPECIFY BLUEPRINTS IMPLEMENTATIONSCENARIO PERMITTOACQUIRE DELIVERY TEST PERMITTOPERFORM HANDOVER PRODUCTION PRODUCT LIFECYCLE MANAGEMENT SERVICELEVEL FRAMEWORK IDEA 2 DELIVERY 2 SUPPORT
  16. 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. 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. 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. 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. 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. 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. 22. daniel.breston@ranger4.com www.ranger4.com @danielbreston QUESTIONS

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