Kanban applied to ITSM Vladimir Ivanov at Agile Tour Lithuania
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The document discusses the importance of implementing lean and agile principles in an IT context, highlighting the need for process improvement and efficiency. It emphasizes the use of Kanban for task management and encourages team participation and ownership in defining goals and addressing barriers. The document also provides strategies for overcoming common pitfalls and improving communication and process efficiency.
Kanban applied to ITSM Vladimir Ivanov at Agile Tour Lithuania
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- 3. • No time “culture” – you start inventing chewing gum instead of brushing your teeth... • No resources to work on improvements 3
- 4. No surprise many have told they feel like this... especially in the operations. • Top10 insurance company in Russia • >100 IT staff, >10M$ IT budget • Many branches in the regions • Multiple Help Desks • Low process maturity level • No SLAs with business 4
- 5. If things would continue in the same direction, it would be matter of time when talks about outsourcing IT would start. 5
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- 7. First agilist Walter Shewhart, Deming’s mentor 7
- 8. Key players – manage closely Important – keep satisfied Affected – keep informed Others – monitor 8
- 9. People know issues well enough and often they also see possible solution Involvement creates engagement – needed for quality input Expert adds recommendations CIO sets priorities 9
- 10. What you get is your own strategic plan on the yourney towards business and IT alignement. While working on “the big picture” do not forget to show progress by implementing quick-wins and building-up credibility. This is where many “ITIL implementation“ projects fail and stuck in “analysis- paralysis”. 10
- 11. What is Kanban? (literally signboard or billboard) is a scheduling system for lean and just-in-time (JIT) production. Create Kanban board to visualise the effort and “pull the work” instead of work piling- up. Helps avoiding becoming bottleneck, idle or pending. 11
- 12. Backlog + priorities Goal Decomposed tasks Choosen for implementation and prioritised In process Done Effect confirmed 12
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- 14. Define values instead of rules – give more space to the “commanders in the field” “The commander in the field is always right and the rear echelon is wrong, unless proved otherwise...” Colin Powell, Joint Chiefs of Staff of the USA Ex We have listed all the agreed values/rules on one A4 paper and placed on the board 14
- 15. 1. Bring ideas - everybody shall top-up backlog 15
- 16. 2. Participation - regular meetings, everybody tells: A. Done B. Planned C. Barriers – need help with 16
- 17. 3. Ownership - ‘Product Owner’ corrects priorities weekly, but does not micromanage (self-managing team) Initially CIO, later transferred to product owner 17
- 18. 4. Decomposition to the chunks of work that can be done within a week. Don’t define too small or too big tasks, be fair to other teammates. 18
- 19. 5. Scope – ITSM programme 19
- 20. 6. Limit number of tasks that have been started and are not finished e.g. 2 per person Can be flexible while team is working on “understanding” it’s capacity 20
- 21. 7. Any agreed value/rule can be changed by the team decision, also possible to remove or add new 21
- 22. Apply and follow Lean principles. What is Lean? Lean, is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Waste types - muda, muri and mura. 22
- 23. In addition - Do it right the first time 23
- 24. Also - Focus on what is important today / what matters 24
- 25. Also – talk less, more action! 25
- 26. Also - Always think about improvements and efficency 26
- 27. Also – solve the root cause, not the side effects 27
- 28. Also - Fight the waste 28
- 29. Regularly review the efficiency of the process and implement improvements Ex After several rounds of iterations came-up with following improvements: 1. Minimise time spent in front of the board by: • Moving debates to separate meetings • Strictly following agenda • Avoiding waste in communication 2. Improve process of decomposition of goals to tasks by: • Learning to define work into equal chunks (not too small, not too big) • Preparing definitions of the decomposed tasks prior the meeting • Updating backlog immediately when idea hits your head 3. No PC/phone during the meeting policy 4. Remove column “Effect approved” – waste 5. Do not avoid talking about barriers – ask others and PO for help 29
- 30. Results - they are able to execute ITSM programme without costly consultants. One was needed to kick this off ;) 30
- 31. 10 Kanban boards and their context: http://dl.dropbox.com/u/1638038/publikationer/10%20kanban%20boards%20and% 20their%20context/10%20different%20kanban%20boards%20and%20their%20conte xt%20-%20mskarin.pdf 10 pitfalls when implementing Kanban: http://gotocon.com/dl/goto-cph- 2011/slides/MattiasSkarin_10PitfallsWhenImplementingKanban.pdf Introducing Kanban in Operations: http://blog.crisp.se/mattiasskarin/files/slides/introducing_kanban_in_operations.pdf By Mattias Skarin, Crisp 31
- 32. Follow @vivanovs and let’s share our experiments! 32
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