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A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
A better method for it export - David Joyce
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A better method for it export - David Joyce

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  • 1. A Better Method for IT David Joyce ThoughtWorks 1 Saturday, 25 September 2010
  • 2. Systems Thinking The means to obtain knowledge, and act with prediction and confidence of improvement. John Seddon - Freedom from Command & Control 2 Saturday, 25 September 2010
  • 3. ice NOT Better pract e be st practic No Sin gle Solution Anything can be improved if you know how to look. Everything you need to know is in your own system W. Edwards Deming & Taiichi Ohno 4 Saturday, 25 September 2010
  • 4. Are we just building the wro ng thing righter? Rather than focusing on going Agile which may lead to being successful, instead we should focus on the needs of our customers. How agile you are doesn’t matter. Whether you are 50% agile, 90% agile, or agile through and through doesn’t matter. What matters, is that your company is satisfying its customers, stakeholders, and employees. Dr Russell Ackoff & Esther Derby 4 Saturday, 25 September 2010
  • 5. We need to bring considerably more We need to encourage a whole to the table than just the technical “system” view rather than a ability to transform user stories into locally optimised view product in a more efficient way We often develop solutions based on sub optimised status quo are Softw t Projec Projects often focus on the needs of a single business unit Eric Landes, David Anderson & Dr. Peter Middleton 5 Saturday, 25 September 2010
  • 6. Its not “The Business”, ? Its “Our Business” Jeff Patten & Mary Poppendieck 6 Saturday, 25 September 2010
  • 7. If we build technology around a wasteful process, then we are locking in that process for longer Dr. Peter Middleton 7 Saturday, 25 September 2010
  • 8. A B 8 Saturday, 25 September 2010
  • 9. A A B B 8 Saturday, 25 September 2010
  • 10. Business Analysis - NO! Custo mer An alysis - Yes! 9 Saturday, 25 September 2010
  • 11. Typical Organisation Hierarchy Customer View Customers Senior Leaders Workers Line Mgt Upper Mgt Upper Mgt Middle Middle Mgt Mgt Line Mgt Workers Senior Leaders 10 Saturday, 25 September 2010
  • 12. Senior Leaders Marketing Front Office Finance Sales IT 11 Saturday, 25 September 2010
  • 13. Senior Leaders 140 days Marketing Front Office Finance Sales IT Hidden costs 11 Saturday, 25 September 2010
  • 14. Senior Leaders 180 I.T . days Marketing Front Office Finance . I.T . I.T Sales IT . . I.T I.T . . . I.T I.T I.T . I.T I .T. I.T . Hidden costs 11 Saturday, 25 September 2010
  • 15. Senior Leaders Outside in Flow Flow Flow Flow 20 days Marketing Front Office Finance Sales IT Hidden costs 12 Saturday, 25 September 2010
  • 16. Core Processes vs Support Processes Support Core Customer Core 13 Saturday, 25 September 2010
  • 17. Since IT “ca n” sho uld it? There is little merit in a well executed project that no one wants the output from The Standish data are NOT a good indicator of poor software development performance. However, they ARE an indicator of systemic failure of our planning and measurement processes Dr. Peter Middleton & Tripp Babbitt & Jim Highsmith 14 Saturday, 25 September 2010
  • 18. “I recently asked a CIO whether he would prefer to deliver a project somewhat late and over-budget, but rich with business benefits, or one that is on-time and under-budget but of scant business value. He thought it was a tough call, and then went for the on-time scenario. Delivering on-time and within budget is part of his IT department’s performance metrics. Chasing after the elusive business value, over which he thought he had little control anyway, is not.” If you give a manager a numerical target, he’ll make it, even if he has to destroy the company in the process Cutter Sr. Consultant Helen Pukszta & W. Edwards Deming 15 Saturday, 25 September 2010
  • 19. The thing that makes technology work is not the technology Does this mean the end of IT? There is a better way to approach the use of technology. Understand and improve, then ask if technology can further improve Dr. Peter Middleton & Tripp Babbitt 16 Saturday, 25 September 2010
  • 20. Larger gains can be achieved through better thinking around the design and management of work into the wo rk as nee de d Then pu ll technology John Seddon 17 Saturday, 25 September 2010
  • 21. Clarity of Purpose John Seddon & Daniel Pink 18 Saturday, 25 September 2010
  • 22. Value vs Failure Deman d Value Demand; what we want from our customers and spend time on Failure Demand; demands we don’t want. Failure to do something or do something right for the customer John Seddon 19 Saturday, 25 September 2010
  • 23. En d to En d Flow We often find hundreds of steps, but very few will be valued by the customer People may argue over what the value steps are. The rule is purpose defines the value work Stuart Corrigan 20 Saturday, 25 September 2010
  • 24. En d to En d Flow We often find hundreds of steps, but very few will be valued by the customer People may argue over what the value steps are. The rule is purpose defines the value work Stuart Corrigan 20 Saturday, 25 September 2010
  • 25. En d to En d Flow CUSTOMER DEMAND We often find hundreds of steps, but very few will be valued by the customer People may argue over what the value steps are. The rule is purpose defines the value work Stuart Corrigan 20 Saturday, 25 September 2010
  • 26. En d to En d Flow Mapping is important, because it helps staff to change their perspective on the work Customers Workers Line Mgt Upper Mgt Middle Mgt Senior Leaders John Seddon 21 Saturday, 25 September 2010
  • 27. Syste m Con ditions John Seddon 22 Saturday, 25 September 2010
  • 28. Pre dictability Capability an d People may argue over what we should or shouldn’t do for our customers, but they cannot argue over what we actually do John Seddon 23 Saturday, 25 September 2010
  • 29. Pre dictability Capability an d Upper control limit x x x x x x x x x x Mean x x x x x x x x x Lower control limit Time 24 Saturday, 25 September 2010
  • 30. Pre dictability Capability an d 25 Saturday, 25 September 2010
  • 31. Pre dictability Capability an d on Cause vs Co m m S pecial Cause 100 x x x x x x x 50 x x x x x x x x x x x x 0 26 Saturday, 25 September 2010
  • 32. Co mparison Team 1 x Team 2 xx x x x x x x x x x x x x x Team 3 x x x x x xx Team 4 x x x x x x x John Seddon 27 Saturday, 25 September 2010
  • 33. Impro ve Improve performance without using technology If the current work uses technology, leave it in place, work with it, or treat it as a constraint Don’t do anything to change the technology Instead, change to a Systems Design Plan the redesign Setup a clean stream and Roll changes in John Seddon 28 Saturday, 25 September 2010
  • 34. When we focus on customer needs, and the organisation as a system, many of the previous problems, that apparently required software projects, may well have been ‘dissolved’ The improvement effort can be targeted to where it has most benefit Dr. Peter Middleton 29 Saturday, 25 September 2010
  • 35. Can technology further impro ve this process or system? Now we can see potential benefits, from a position of knowledge, about the work. We can therefore predict The result is always less the benefits technology investment in technology, but solutions will bring much more value from it IT is pulled into the work, rather than dictating the way work works John Seddon 30 Saturday, 25 September 2010
  • 36. Measure improvement results Use o perationa l perfor mance d ata Split dat a after a chang e 31 Saturday, 25 September 2010
  • 37. A better m etho d for IT System Un de rstan d Me asure Pull Technology Improve the work 32 Saturday, 25 September 2010
  • 38. Case Studies 33 Saturday, 25 September 2010
  • 39. Case Study Study of query management 34 Saturday, 25 September 2010
  • 40. 35 Walking the flow Certain data obscured for confidentiality reasons Total customer experience involves multiple silos and hand-offs between 3rd party call centre and BBC Divisions Saturday, 25 September 2010
  • 41. End to end vs SLAs 3rd Party reported following against SLAs: • 80% of queries resolved in 1 working day • 100% in 5 working days • Call answering SLA is 90% of calls answered within 30 seconds • Call abandoned rate is less than 3% Customer query end to end times in days – provides a different perspective. 36 Saturday, 25 September 2010
  • 42. Analysing Demand 60% Failure Demand 37 Saturday, 25 September 2010
  • 43. BBC Customer Support System - IVR Current IVR Query Routing vs Top 5 Query Reasons IVR questions did not match customer demand 38 Saturday, 25 September 2010
  • 44. Reco m men dations 1. Total system visibility - map end to end experience, identifying improvements 2. Call handling analysis - establish end to end times and value/failure demand 3. Align IVR route options with customer needs 4.Supplement SLAs with end to end times and & value/failure demand metrics 5. Website for customers to easily update their details 39 Saturday, 25 September 2010
  • 45. Case Study Results 40 Saturday, 25 September 2010
  • 46. Case Study IT is THE bottleneck 41 Saturday, 25 September 2010
  • 47. !"!# $"!# %"!# &"!# '"!# (!"!# ($"!# )*+,-./# 0123*45# 67.89+:# !"#"#$ 0;<#=>+25+*# Saturday, 25 September 2010 ;7:#?2@9#6A# AB7C97D93# !"#"#$ E2C@7@+2# F+*85G+># )9722CC2:# =.G3,-93## E2C@7@+2# E2C@7@+2# Value Stream Mapping H5@I7@+2# <3.G#JC5C+2# 0;<#K-2,C2:# L3M-35/# F*C/3#=/+*C35# =/+*N# H5@I7@+2# A..3>/72.3# Mapped the value stream from idea to completion O*C/3*C7# #L3BC31#=/+*C35# 1C/G#P3B39+>3*5# L37,N#Q+*# P3B39+>I32/# R-3-3# !"#"#$ =>*C2/#)9722C2:# SC.8+T# P3B39+>#U#<35/# L3:*355C+2#U# ;+7,#<35/# L393753# )+5/#J3*CV.7@+2# /35@2:# F75/3# W78C2:#J79-3#
  • 48. Case Study Results 43 Saturday, 25 September 2010
  • 49. Case Study Measures 44 Saturday, 25 September 2010
  • 50. If you find that despite lots of measures, you don’t really know much about what matters to customers, then it can be a powerful starting place for change Clarity of purpose, and measures that relate to purpose, are prerequisites to learning and improvement Measures should be in the hands of those doing the work John Seddon 30 Saturday, 25 September 2010
  • 51. How do you study purpose? Go out into the system and study demand, what matters to your customer. Look at Value Demand vs Failure Demand, go and talk to your customers! Jeremy Cox 34 Saturday, 25 September 2010
  • 52. The worker has to be responsible, and have the means to control their own work When people understand what is happening where they work, they are able to contribute more in improving the work. This results in greater control and flexibility John Seddon 35 Saturday, 25 September 2010
  • 53. Case Study Results 48 Saturday, 25 September 2010
  • 54. Case Study Understanding Capability and Increasing Capacity for New Development 49 Saturday, 25 September 2010
  • 55. Value Demand Failure Demand Demand 50 Saturday, 25 September 2010
  • 56. Blockers hard to remo ve 51 Saturday, 25 September 2010
  • 57. Mean reduced from 30 to 10 days (67%) Large drop in the spread in variation. # Days Blocked Recent outliers have proved to be special cause, waiting for a 3rd party. 52 Data split from financial year end Saturday, 25 September 2010
  • 58. Case Study Results 53 Saturday, 25 September 2010
  • 59. Case Study IT Help Desk 54 Saturday, 25 September 2010
  • 60. Variation reducing, but average # calls not by much Low # calls is xmas period 55 Saturday, 25 September 2010
  • 61. Jun 08 - Sep 08 Oct 08 - Dec 08 UCL: 76 Mean: 16 Longest: 500 UCL: 66 Mean: 14 Longest: 360 Jan 09 - Mar 09 UCL: 63 Mean: 14 Longest: 300 56 Saturday, 25 September 2010
  • 62. 57 Saturday, 25 September 2010
  • 63. Thinking -> System -> Performance 58 Saturday, 25 September 2010
  • 64. Case Study Results 59 Saturday, 25 September 2010
  • 65. Beyond the BBC Applying the Method 60 Saturday, 25 September 2010
  • 66. Deming: I find few people in industry Ohno: The important thing with know what constitutes a system improvement, is to think of new work methods, not to make new Drucker: There is nothing so tools or equipment useless as doing efficiently, that which should not be done at all 61 Saturday, 25 September 2010
  • 67. Saturday, 25 September 2010

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