One year as a lean (transition) CIO
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1) The CIO conducted 5 field experiments at a French bank to introduce lean principles and cultural change, including giving operational teams budgets to solve problems, using agile for a large project, and establishing a "devOps" model where development and operations teams work together. 2) One experiment involved establishing weekly problem-solving workshops at the customer service department to identify and address the root causes of issues through a PDCA (plan-do-check-act) process. 3) To further break down silos, the CIO advocated transitioning to a "devOps" model where development and operations teams jointly manage systems and are responsible for costs and incidents. This requires a cultural shift around responsibilities and job
One year as a lean (transition) CIO
- 1. One year as a (transition) CIO Pierre Pezziardi 1
- 2. One Year as a (transition) CIO Pierre Pezziardi Lean IT Summit 13th october 2011
- 4. BRED Banque Populaire 3500+ people Corporate & Retail Mutualist
- 5. IT 230 people Créteil (Paris suburbs)
- 7. 5 field experiments • Let’s (try to) free up energies • Bank branch “bubble” • 2M€ fixed price Agile project • PDCA at the Customer Service • devOps reorganization
- 8. • No silver bullet, small steps repeated • People can (must) do the change • Talking about problems is good, suffering in silence is bad
- 10. Free up energies ?
- 11. Engage only when there is a problem AND someone who (really) wants to solve it
- 12. So accept to let some problems aside … “Don’t invest where no one is scandalized”
- 13. 5 field experiments • Let’s (try to) free up energies • Bank branch “bubble” • 2M€ fixed price Agile project • PDCA at the Customer Service • devOps reorganization
- 14. Bank branch “bubble” The plan .. .. OR the best idea from the field? « About 4 times a week, I can’t answer customer claims about refused direct debit, it is not displayed in the system … »
- 15. Fix the OR dilemma : plans AND … • Deal a budget of 500 men.day directly with the Sales Executive • specification = "improving user efficiency for the customer benefit. dot" • Operational people own the backlog & priorities : no ex-ante approval process • Demands are delivered every month (agile) • Introduce a culture of value for the backlog • How often does it occur? How many people are impacted? What’s the benefit they’ll claim (minutes, quality/security, opportunities)? What if we don’t do it? • E.g. : the right debit information in case of a customer claim (2000p * 5' * 4 * 50 weeks = 4000 “man days”)
- 16. 5 field experiments • Let’s (try to) free up energies • Bank branch “bubble” • 2M€ fixed price Agile project • PDCA at the Customer Service • devOps reorganization
- 17. Call Center system reengineering 1 year ½, still in contract negociation, 2M€
- 18. 200 pages of specifications are not a contract but an education tool for the team Bind the contract to the Why? not to the How? 10 lines contract : when asked, 180 people at the Call Center say “it is at least 50% better than before*”, release monthly, paid by user deployed, target price at target delay (18 months), supplier bears the extra cost, Bred bearing the extra delay. * For each set of features, vote either better (-1), the same (0), worse (+1) Annex 1 (not contractual) : specifications
- 19. 5 field experiments • Let’s (try to) free up energies • Bank branch “bubble” • 2M€ fixed price Agile project • PDCA at the Customer Service • devOps reorganization
- 20. PDCA at the Customer Service 120 000 calls per year 60 000 cases (80% incidents) No feedback loops
- 21. A new motto/goal : “A good customer service is a service you don't need to call ” It's ok to spend time on improvements, managers support it and CIO animates the PDCA workshops every Monday, a backlog is opened at the Development Department Fights against solutions thrown before root cause is identified through disciplined 5 why?
- 22. RESULTS OBJECTIVES PDCAs PARETO OF CAUSES Visual Management
- 23. PDCA log - 8000 users calls per year because they can now reset a locked session by themselves - hundreds of customers calls because we replaced generic error messages in the web site ...
- 24. 5 field experiments • Let’s (try to) free up energies • Bank branch “bubble” • 2M€ fixed price Agile project • PDCA at the Customer Service • devOps reorganization
- 25. Development teams often pollute … .. costs or incidents at the Operations .. calls at the Customer Service
- 26. and Support Functions add delays It’s cool to be a bottleneck architecture, security, purchasing, technical expertise, methods ..
- 27. Why split responsibilities ? You build it, you run it, and you bear all the costs (actual and future, aka technical debt)
- 28. devOps : no silver bullet a cultural shift Think as if you had to sell your product outside of the company An integrated banking distribution system A (Cobol/DB2/JBoss) “appEngine” Make it so easy to use that people don’t call you “dilute your job, you're promoted” vs “it's cool to be a bottleneck” Promote pair-managing : choose your “opposite” Nobody is perfect and always available
- 29. Final bottleneck : TRUST If you want continuous improvement, you will have to increase cooperation, i.e. increase the “shared territories” To do so, you will need that the people : If I’m no longer essential, I may loose my job .. release power (if they have some) show their vulnerabilities (they must have some) they gonna realize I code more slowly than them, I will loose my job How many people are ready to?
- 30. I will lose my job ..? Lean must go along with job security It is safe to move out, show the way!
- 31. A lean startup team=product goal is usefulness, profit a constraint
- 32. Continuous improvement As easy to use as to contribute to Dilute your job, you’re promoted Convivial Computing @ppezziardi http://informatique-conviviale.eyrolles.com/
- 33. www.lean-it-summit.com 33