Lean and ITIL: reaching to the (hidden) face of the moon by Nicolas Stampf, BP2i

Copyright © Institut Lean France 2012

3 & 4 October, 2013
Paris, France

Lean & ITIL
Reaching for the (hidden) face
of the moon
Nicolas Stampf
http://about.me/nicolas.stampf
@nicolasstampf

far side


Lean & ITIL - Nicolas Stampf

2


3 & 4 October, 2013
Paris, France

WHO ARE WE?


3


Who are we?


4


BP²I – BNP Paribas Partners for
Innovation
• A BNP Paribas & IBM Joint Venture
BP²I key numbers

10 000

> 10 000

> 1 500

80 000

m² Data Center

Application servers

Infrastructure servers

Mainframe MIPS

> 5 500

350

> 65 000

> 500

Switches - Routers

Firewalls

Workstations

User Calls / day

4 000

500

> 35 000

> 1 500

Alerts Open/ day

Events/ day

Changes / year

CC Calls / day


5


BP²I : countries
• France, Switzerland, Italy & Belgium


6


BP²I : people
• Around 1300 people in France
 BNP Paribas

 IBM
 BP²I
 Contractors


7


BP²I : certifications

Quality


Environment

Information
Security

ITIL

8


Yes, we
rock!


9


Agenda
• A few words about ITIL and ISO 20,000
• Looking at the moon & getting prepared
 The problems
 The VSMs and the processes

• Approaching the moon
 The tools

• On the other side of the moon
 The Gemba!

10


Agenda
 The problem

 The tools

 The Gemba!

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What’s ITIL?
• set of practices
• for IT service management (ITSM)
• that focuses on aligning IT services with the needs
of business.
[…]
• ITIL underpins ISO/IEC 20000
the International Service Management Standard for IT service
management, although differences between the two frameworks do
exist.

Source: http://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Library

13


What’s ISO 20,000?
1 Scope
1.1 General
This part of ISO/IEC 20000 is a service management system (SMS) standard. It
specifies requirements for the service provider to plan, establish, implement, operate,
monitor, review, maintain and improve an SMS. The requirements include the design,
transition, delivery and improvement of services to fulfill service requirements.


14


ISO 20,000 embeds PDCA
Introduction
[…]
This part of ISO/IEC 20000 requires the application of
the methodology known as “Plan-Do-Check-Act”
(PDCA) to all parts of the SMS and the services. The
PDCA methodology, as applied in this part of ISO/IEC
20000, can be briefly described as follows.
•
Plan: establishing, documenting and agreeing the
SMS. The SMS includes the policies, objectives,
plans and processes to fulfill the service
requirements.
•
Do: implementing and operating the SMS for the
design, transition, delivery and improvement of the
services.
•
Check: monitoring, measuring and reviewing the
SMS and the services against the policies,
objectives, plans and service requirements and
reporting the results.
•
Act: taking actions to continually improve
performance of the SMS and the services.

PDCA methodology applied to service management

15


ISO 20k doesn’t provide VSMs,
but we defined ours
Deploy new service

Keep services running

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PDCA ↔ Lean
•
•
•
•

ISO 9001
ITIL & ISO 20k
ISO 20k & 9001
Lean






use processes
processes to use
do PDCA
how to do PDCA

 So far so good?


17


Agenda
 Two sample problems

 The tools

 The Gemba!

18


Other clear zone

Clean even
over there
Clear zone

Someone crashed here,
go have a look !


Oh, and go check on the
19
far side too, BTW!


Two projects
• Improve the billing process

• Reduce delays to install a server


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The projects



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The billing process problem
•  2012, billing was
 contractual

 and fixed
 and we needed to absorb 20% more volume
every year

Volume metrics weren’t an issue
At least to customers (!)


22


The billing problem (cont’d)
• 2013  business lines are
 billed according to how much they use

 Billing process has to be
 Exact
 Exhaustive

 Auditable (provable)


23


What we bill
• Mainframe
 MIPS
 Software usage

• Open (windows, unix, linux)
 Power: TPMC ( transactions per seconds)
 Exploitation

• Storage & backup
 Terabytes in different classes

• Workstations
 # of workstations
 # of helpdesk tickets

• …

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The billing problem (final)
• Billing process has to be
 Exact
 Not formally measured
 Metrics wrong 7.3% of the

time (533 on 7330) in
january
 Metrics for December, 2012
were first accepted on…
June, 2013!

 Exhaustive

Collect data

Assemble
data

• From agents on servers
• Format for next process

• Collect all billable data
• Ponderate according to class
• Associate with Clients’ requests

 We know that we don’t

know all
 But we don’t know what we
don’t know

 Auditable

Send to
Client

• Sort according to Business Lines
• Format for next process (Client)

 What the hell is going on?!


25


The projects



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Reduce delays of server installs
• Start when client says “Go!”
 Technical infos are already validated

• Yet, 140+ days to deliver


27


Delays
• In 2010: 140+ days

Delays of server installations
from Jan 1st to Aug 31st 2013
140

• In 2013: 33 days

2010

Number of installations

120
100
80
60

40
20
0
5

15

25

35

45

55

65

75

85

105 125

Delays


28


Delays : Lean lense
• “Server Installation
Card” (SIC) subprocess:
 PM takes technical

infos
 Copies in SIC
 Sends to delivery team
 Delivery installs the
server


Collect data

Create SIC

Send SIC to client

Push SIC to
Deployement
process

• Call Client to better understand
request
• Get tech infos from other tools

• Copy from other tools to SIC tool
• Added value: expertise entered in SIC

• (Client enters client data)
• Wait for his approval

• Click “Next” in Project Workflow tool

29


Agenda
 The problem

 The tools

 The Gemba!

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31


The projects



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What does it look like from a
distance?

• Where’s the hell is the billing VSM?!
 Follow the yellow road

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Billing process
Collect data

Assemble
data

Send to
Client

• From agents on server

• Detect changes
• Associate with Client’s requests



34


Billing: collect data
• What
 From agents on servers
 Deal with missing data

 Storage
 Disk view (BP²I) different than server view (client)

 Backups
 Workstations

• How
 Inconsistent data formats
 Different starting dates
 Concerns for data Integrity

35


Billing: assemble data
 Delays!

• Detect changes
 True or due to problems?

• Associate with Client’s requests
 Not all of them are traceable
 Investigations in other tools/workflows for

traces

36


Billing: send to client
 List provided by client

 Repetitive changes of format
 Data not understood


37


The projects



38


What does it look like from a
distance?
The SIC

• I can roughly see where the SIC happens
in the VSM but this isn’t crystal clear

39


Server Installation Card: the tool


40


The PM workflow tool

Fear…


41


What’s the process like?
(interview with a PM)
Project Manager

Read the REQ

•Check
•Understand

Create SIC

•Enter basic
informations


Get infos from
other tools

•Copy infos
into SIC

Operations

Copy from
REQ to SIC

Advance REQ
workflow

•Copy to SIC
•Open
attached docs
•Copy to SIC
•Save!

•Fill other REQ
infos
•Advance to
next step

Receive REQ

•Read

Open SIC

•Check
content
•Connect to
server
•Configure &
install

Close REQ

•Click
« Done! »
(workflow
next step)

42


Agenda
 The problem

 The tools

 The Gemba!

43



44


3 & 4 October, 2013
Paris, France

GEMBA!


45


The projects



46


Gemba for before billing
• Before billing, there’s… installation!





Client request
Operations configuration
Declaration of configuration
Software report

Possibly 4
different
values!

• From a distance, 3 sub-processes
 Install server
 Change server conf
 Remove server

• On closer look…

47


Gemba for “Server installation”
• Create reference file
(processor ↔ TPMC): 3
• Simple requests: 2
• Servers: estimate: 1
• Servers: go: 4
• Workstation: go: 4
• Agent reporting of TPMC: 3
• IBM virtual management
partition: create: 1

•
•
•
•
•
•
•
•

Servers: install: 2
Workstations: install: 1
Servers: control: 1
Workstations: control: 1
Processor upgrade: 4
Virtual partition update: 2
Migrate P2V or V2V: 2
Correct TPCM: 3

N = # of teams involved
Total=34 gemba visits for ± 10
teams

48


Gemba for “assemble data”
• Struggle to receive data
• Struggle with changing
formats
• Struggle with errors in
data
 Missing

Collect data

Assemble
data



 Bad values
 Duplicates

• Struggle to match with
requests

Send to
Client


49


What we did
• IT can be gory at times
 don’t mess with that

• Strength-Based strategy used
 Held meeting with IT experts +

billing people
 Clarified the importance of the
vision
(exact bill on time)
 Created feedback loops that
were missing

Collect data

Assemble
data



 WINFY (“What I need from you”)
 CYHM (“Can you help me?”)

 Let people improve their own

processes
with ideas they already had at
that time!


Send to
Client


50


The projects



51


3 & 4 October, 2013
Paris, France

GEMBA FOR S.I.C.


52


What’s the process really like?
Project Manager
Read the REQ

Create SIC

•Wait in queue
•Check
•Understand
•Get additional
infos
•Call client &
wait
•Call operations
& wait
•Call DC team &
wait
•…

•Enter basic
informations
•Jungle with
multiple
screens
•Struggle with
infos provided
by client
•Call client for
missing infos &
wait
•Call engineer to
validate new
client’s infos &
wait


Operations

Get infos from
other tools

Copy from REQ
to SIC

Advance REQ
workflow

•Connect to
other tools
•Deal with
delays and
downtime
•Lose text in
clipboard
•Copy infos into
SIC
•Deal with
errors, phone
calls, colleagues
& wait
•Fill
“Comments”
because fixed
field hasn’t the
required info

•Navigate REQ
to find infos
•Deal with
slowness &
downtime
•Copy to SIC
•Open attached
docs
•Copy to SIC
•Save!
•Reopen
•Enter forgotten
infos
•Re-save

•Fill other REQ
infos
•Advance to next
step
•Wait for
downtime and
slowness
•Reclick for next
step
•Call Operations
to ensure they
deal with the
urgent REQ

Receive REQ
•Wait in queue
•Read

Open SIC

Close REQ

•Check content
•Swear (SIC not
implementable)
•Swear again
(cannot refuse
REQ)
•Call PM
(unavailable)
•Write long mail
explaining
problems with
SIC
•Put REQ aside
(& forget it)
•Connect to
server
•Or wait X days
before it’s
plugged in DC
•Configure &
install
•Deal with
install
problems

•Click “Done!”
(workflow next
step)
•Swear because
delays too long
and it wasn’t all
your fault, but
you’ll be the
one measured
& blamed for
delays

53


What happens when PM sends “bad” SIC
to Operations?
• Operations – The workflow won’t let me refuse requests
• PM – They (operations) have that nice script that checks the
SIC and sends us an email stating what’s wrong with it
• Coach – So why isn’t the content of the script coded in the
SIC?
• Operations – It’s not a script, I manually write each and every
mail!
• PM & Coach – Oh…
• Coach – And then what happens?
• Operations – This PM’s next SICs are better
• Coach – And what about other PMs or when the PM leaves?
• Operations – I still need to write mails each and every time.
• Coach – Oh…

54


What we did
• Teach TWI Job Instruction to the PM
• PM analyzed first SIC screen
 Found gold!
 Up to 10 screens / SIC…

• Compared with neighbor
 Other best practices!
 Neighbor happy to know about other best practices!
 Gold again!

• PM granted time to train others
• Yet reality took over at this point
…to date, JIT hasn’t started

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3 & 4 October, 2013
Paris, France

LESSONS LEARNED


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≠

57


The Science Minute
Why does the far side has more visible craters than the near side?

• Though the far side has more visible craters, this is due to
the effects of lunar lava flows, which cover and obscure
craters, rather than a shielding effect from the Earth.
NASA calculates that the Earth obscures only about 4 square
degrees out of 41,000 square degrees of the sky as seen from
the moon. “This makes the Earth negligible as a shield for the
Moon… It is likely that each side of the Moon has received
equal numbers of impacts, but the resurfacing by lava results
in fewer craters visible on the near side than the far side, even
though the both sides have received the same number of
impacts.”[4]
•
•

http://en.wikipedia.org/wiki/Far_side_of_the_Moon
[4] Near-side/far-side impact crater counts by David Morrison and Brad Bailey, NASA.
http://lunarscience.nasa.gov/?question=3318


58


What does the metaphor tell us?
• Management doesn’t shield from problems

• To see the problems, you need to search closer

GOOGLE! *
* Go Out On the Gemba Learn thy Environment


59


Lean lessons
• Life’s different on the
Gemba than from a
(managerial) distance
1. Go on the gemba
2. Talk to the people
3. Look at the process

• IT tools might call for
TWI
 IT engineers need

training for IT tools
 Just like elsewhere!

60


ITIL Lessons
• Just because
 People are ITIL
 Your company is ISO

20k

• Doesn’t imply Lean is
a given
 Sweet for management
 Sweat on the gemba

G.O.O.G.L.E.
(Go Out On your Gemba Learn thy Environment)

61


IT Lessons

Back to basics!!!

• Fear IT
(just like Toyota)

• “Workflow is bad”
(© Marie-Pia Ignace)

• Lean before IT
 First, Lean processes
 Then LeanUX
 Then only IT tools

62


Overall lessons
• ITIL  overall
direction
(the moon in the sky)

• Lean  how to
(the space rocket)

1. Go on the gemba

2. Talk to the people
3. Look at the

process
GOOGLE!
Go Out On the Gemba Learn thy Environment


63



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3 & 4 October, 2013
Paris, France

More Lean IT videos and presentations on
www.lean-it-summit.com

Lean and ITIL: reaching to the (hidden) face of the moon by Nicolas Stampf, BP2i

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