lean it - a must for all it organizations - apmg-international webinar
DESCRIPTION
These slides from the APMG-International webinar held on 31st Oct 2012 will help you to understand the basics of the Lean IT Foundation content and, more specifically, how it can be used to help IT organizations improve their ability to deliver the right services to their customers. Lean IT is vital for all organizations that employ ITIL and PRINCE2 trained professionals; it ensures that the aspect of continual improvement becomes embedded in IT organizations, through both theory and practical application of tools.TRANSCRIPT
www.apmg-international.com
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APMG-International Webinar
Lean IT A Must for all IT Organizations
Wednesday 31 October 2012 / 15:00 CET (Amsterdam)
Presented by Niels Loader, Quint Group
www.APMG-International.com
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Agenda
• Welcome & Introduction
– Machiel Cremer, Marketing Manager, APMG-Benelux
• Lean IT – A must for all IT Organizations
– Niels Loader,
Quint Wellington Redwood
• Questions & Answers
• Further Information
• Close
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About APMG-International
• Global Examination & Accreditation Institute
• accreditation/qualification body for Cabinet Office
(formerly OGC) PPM portfolio
• Full portfolio of professional management qualifications
• Accredit ATOs & ACOs (> 300)
• HQ in UK; Operational offices or formal representation in
11 countries
• Over 17,000 examinations sat every month
• Full details at www.APMG-International.com
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Presenter:
Niels Loader, Chief Examiner Lean IT Foundation
• Principal Consultant for Lean IT and IT
Performance Management at Quint Wellington
Redwood.
• Chief Examiner Lean IT Foundation.
• 20 years’ experience within IT organisations, the last 10 years
focused on ensuring that IT organisations perform excellently
for their customers.
• Since 2009, carried out a number of Lean IT projects in both large
and small organizations.
• Instrumental in development of the Lean IT Foundation.
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Lean IT – an overview
• What is Lean IT?
– The application of Lean principles to IT
– Focuses on delivering customer value
– All about ensuring excellent IT services for customers
• What is the relationship to other IT models?
– Addition to the suite of Best Practices for IT
– Supplements other IT Best Practices
Lean IT is for anybody working in IT
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Lean is a way of thinking and acting
Lean thinking and acting is all about:
• Increase Customer value
• Eliminate Waste
• Management as facilitator
• Involvement of all employees
• Continual Improvement
“Preserving value with less work” Stability Robustness
5S Kaizen
Standard
Working Heijunka
Just in Time Jidoka
Quality
Delivery Costs
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Lean – Customer value at the centre
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 reducing peak and low volumes
Demand triggers the process chain in order to reduce stock
First time right, focus on quality prevention of defects
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Reduce Waste, Variability and Inflexibility
Motion
Inventory
Over processing
Defects & Rework
Waiting time
Transportation
Variability Variability in volume or complexity
of customer demand Spread in the outcome of processes
Inflexibility Team capacity cannot scale up or down with demand Fixed service time frames or release schedules Batch and queue operating model Specialized resources in a limited number of tasks
Waste
Overproduction
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The five dimensions of Lean IT Who is the customer?
What element of our service
is of value to the customer?
What are the
capabilities of our
processes?
How much time is spend
on value added
activities?
What is the performance
of teams and individuals?
Is the organization
structured to meet
customer demand?
How do we work as a
team?
How customer focus
are we really working?
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Kaizen is used for structured Continual Improvement
• Define the problem statement • Create understanding of the
problem with everyone involved
• Measure the data and gather facts
• Validate the measurements
• Analyse the data • Establish the influence factor • Identify (root) causes • Define hypotheses
• Improve solution candidates • Develop actions & owners • Prioritize & decide • Implement actions
• Control implementation to ensure sustainability and stability of the improved process
• Share lessons learned
Pitfall Jumping to conclusions The obvious solution
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Frameworks, models, standards and quality systems offer guidelines for
demonstrating compliance, good practices, a common language and
measurements for improvement
“If you think of the standard as the best you can do, it’s all over. The standard is only a
baseline for doing further improvement.” (Ohno)
• The Information technology Infrastructure Library provides principles for IT Service
Management, including a publication on Continual Service Improvement.
• Control Objectives for Information and related Technology offers an overall IT management
framework. It is a supporting toolset that allows managers to bridge the gap between control
requirements, technical issues and business risks.
• Capability Maturity Model Integration offers a standard for measuring the maturity of any
process.
• The International Standards Organization, in conjunction with the International
Electrotechnical Commission, provides standards. Organizations can be audited
against ISO standards and consequently certified.
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Lean IT and ITIL share principles on standardized work,
predictable outcomes and feedback to drive improvements
The Information Technology Infrastructure Library provides principles for the
complete service life cycle:
1. Service Strategy: developing a clear vision and plan for service
portfolio;
2. Service Design: developing appropriate and innovative IT services
with the goal of satisfying current and future business requirements;
3. Service Transition: deploying new services, managing service
changes and the knowledge related to those services;
4. Service Operation: delivering services to clients at the agreed level of
service, while managing the applications and underlying technology to
support their delivery;
5. Continual Service Improvement: sustaining and improving value to
the customer, collaborating on design improvements and service
modifications.
• ITIL is non-prescriptive and expects organizations to engage ITSM processes with their existing way of working.
• The current Continual Service Improvement approach in ITIL v3 embraces PDCA for how to implement
processes.
• Even though Lean IT, Agile Software Development as well as DevOps and Continuous Delivery practices
evolved independently, ITIL seems highly supportive to them as there is a great level of shared objectives.
• ITIL implementation can be a series of wisely selected improvement initiatives, each paying its own way through
the benefits delivered and collectively contributing to fleshing out the over-arching ITIL process architecture.
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IT joins the Lean Community
Literature, websites, communities, annual prizes, summits.
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Lean IT – A Must for all IT Organizations
• Increasing number of ATOs: 31 locations worldwide, 11
different organizations
• Increasing interest in the market for Lean IT … and
associated training
• Market potential is enormous: any person working within
an IT environment
• Challenging and energizing training to give and receive
• Proven success of projects carried out after training
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How to Find Out More
• Website:
– APMG: www.apmg-international.com
– Quint Group: www.quintgroup.com
• Contact:
www.apmg-international.com
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Find out more about us at our website:
www.APMG-International.com
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