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Putting the Puzzle Together: Integrating Emerging Best Pracitces

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As organizations shift gears to accomodate the business need for speed and agility, there is a growing interest in models and methods to accelerate business value generation. However, at the same time, there is growing confusion on how these different models such as Lean, Agile, Project Management, and DevOps connect and how they relate to the principles and practices of IT Service Management.This presentation shows how to leverage each of them to accelerate value creating processes.

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Putting the Puzzle Together: Integrating Emerging Best Pracitces

  1. 1. Putting the Puzzle Together: Integrating Best Emerging Practices
  2. 2. Lean IT Association Executive Webinar Series
  3. 3. Host and Moderator Deborah Burton Member Marketing Team Lean IT Association (LITA)
  4. 4. Watch the webinar recording Webinar Recording 30-Minute Practical Use Case: Demonstrating Lean IT Leadership in Action
  5. 5. LITA - Pioneering a Global Standard for Lean IT Education & Certification ● Lean IT Association (LITA) is a non-profit organization founded by three Accredited Training Organizations (ATOs) - ITpreneurs, Pink Elephant, Quint Wellington Redwood and three Examination Institutes (EIs) - APMG, EXIN, PEOPLECERT International Ltd. To realize its broader purpose LITA aims to provide: ● An industry-standard set of Lean IT reference materials and other resources for practitioner organizations to use; ● An certification scheme aimed at practitioner organizations looking to adopt Lean IT principles in the IT Service development and operations department as well as professionals that want to be certified in Lean IT on various levels.
  6. 6. Featured Presentation Putting the Puzzle Together
  7. 7. Putting the Puzzle Together Troy DuMoulin Vice President of Research and Product Development
  8. 8. • The New Mantra – Better, Faster, Cheaper • Lean Practices • Agile Software Development & Project Mgmt. • DevOps Principles & Practices 8 Objective Understand how the new emerging practices of Lean IT, Agile and DevOps are being adopted to support accelerate and optimize IT Management practices. Agenda
  9. 9. The ‘‘Risk’’ Gap For Business Growth Goals 9 Increasing Demand •Increasing number of products and services •Increasing rate of change •Increasing complexity/data interdependency •Increased speed and efficiency •Increased speed to market •Reduced costs IT Process / Data / Capabilities •Silo / Fragmented Data Sources/redundant processes •Lack of integration, automation •Lack of visibility RISK GAP? Operating as a mature IT Service Provider requires managing demand and efficient management processes and data across silos!
  10. 10. Better - Faster - Cheaper Mantra 10
  11. 11. New Language - New Balance 11
  12. 12. The Evolution - The Accelerators 12 IT Service Management / SDLC / Project Management
  13. 13. Lean - Customer Value At the Center 13 Assess if all the activities in the process add value in the eyes of the customer Create continuous flow in production with the Just-in-Time approach and reduce peak and low volumes Demand triggers the process chain in order to reduce stock First time right Focus on quality and prevention of defects
  14. 14. The 3 M’s Of Waste • Muda – Unnecessary, Non Value • Mura – Variation, Variance • Muri – Over Burdened Waste Muri Mura Muda 14
  15. 15. Examples of IT Waste 15 ● Multiple Service Desks all with their own tools and separate processes ● Massive amounts of wasted server capacity due to a lack of Capacity and Demand Management ● Redundant and duplicate IT Management tools being purchased by various IT departments in the same organization ● Redundant IT groups and stealth data centers being built by “independent” parts of the business ● A willingness to solve the same Incidents 1000s of times without looking at the root of the problem ● Multiple Change Management processes due to political boundaries ● Losing track of tens of thousands of dollars of IT assets due to poor tracking controls and inventory processes ● Supplier contracts expiring without knowledge until an Incident occurs ● A willingness to supply multiple/duplicate versions of the same services ● The loss of massive amounts of business productivity due to Incident tickets which disappear into the IT back office black hole until someone shouts loudly enough ● The total lack of ability to provide visibility into the cost of an IT service ● The list goes on...
  16. 16. Proactive Problem Solving Reactive vs. Proactive Problem Solving Lean is not just about hunting down waste and reacting to the crisis of the day. Its goal is to move an organization to a desired state through relentless problem solving and incremental improvement. 16
  17. 17. What Is Agile? 17 ● Agile (adjective) ○ Able to move quickly and easily; well-coordinated ○ Able to think and understand quickly; able to solve problems and have new ideas ● Agile enterprise – a fast moving, flexible and robust company capable of rapid response to unexpected challenges, events and opportunities ● Agile software development – a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross- functional teams Agile software development methods deliver working software in smaller and more frequent increments.
  18. 18. Agile Variation 18 There are many different Agile Variations
  19. 19. Agile Vs. Waterfall It’s an ongoing debate… which methodology for managing software design and development projects is better, agile or waterfall? Agile ● Iterative ● Incremental ● Decisions are made based on observation and experimentation rather than on detailed upfront planning Waterfall ● Linear ● Sequential ● Phased approach ● Move to next phase only when previous phase is complete 19
  20. 20. Velocity Vs. Agility (Systems Thinking) 20 Velocity = Speed With Direction!
  21. 21. Traditional vs. Agile 21
  22. 22. SCRUM: Agile Product Development 22 Estimates Product Owner Product Backlog Time Boxed SprintsRelease Backlog User Stories Velocity Burn Down Chart Scrum Master Ship-Ready Feature Set Retrospective Daily Scrum www.youtube.com/watch?&v=XU0llRltyFM
  23. 23. Problems Between Dev & Ops 23
  24. 24. DevOps Principles - C.A.L.M.S. 24
  25. 25. Practices of DevOps 25
  26. 26. ITIL Service Lifecycle Process 26 SERVICE DESIGN ● Design Coordination ● Service Level Management ● Service Catalog Management ● Supplier Management ● Availability Management ● Capacity Management ● IT Service Continuity ● Management ● Information Security Management SERVICE TRANSITION ● Transition Planning & Support ● Change Management ● Service Asset & Configuration Management ● Release & Deployment Management ● Service Validation & Testing ● Change Evaluation ● Knowledge Management SERVICE OPERATION ● Event Management ● Incident Management ● Request Fulfillment ● Problem Management ● Access Management Functions: ● Service Desk ● Technical Management ● Application Management ● IT Operations Management SERVICE STRATEGY ● Strategy Management For IT ● Services ● Service Portfolio Management ● Business Relationship Management ● Financial Management For IT Services ● Demand Management CONTINUAL SERVICE IMPROVEMENT ● Seven Step Improvement
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  28. 28. Contact: www.leanitassociation.com Or follow us on LinkedIn: www.linkedin.com/company/lean-it-association t.dmoulin@pinkelephant.com deborah.burton@ileanitassociation.com
  29. 29. Watch the webinar recording Webinar Recording 30-Minute Practical Use Case: Demonstrating Lean IT Leadership in Action
  30. 30. Lean IT Association Thank You!

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