Agiletour 2013 Lean Application maintenance way to success, Quint Hans Smorenburg


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Application of Lean methodology into the area of IT and Application maintenance gives new opportunities in closing the gap between the world of system development and the world of Mainenance. Short cycle assessment monitors progress towards more agile sowftare maintenance

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Agiletour 2013 Lean Application maintenance way to success, Quint Hans Smorenburg

  1. 1. The  road  to  Lean  Success:   Assessment  of  organisa6onal  readiness   Drs.  Hans  Smorenburg,  MSc   Management  Consultant,  Quint   1  
  2. 2. Economist     MSc  in  Informa6onmanagement   Working  in  IT  Informa6on  Management  and   development  environments  for  15  years   Lean  IT  Consultant/  Trainer  APMG   Agile  Coach/  Consultant     Quint  Wellington  Redwood   Amsterdam   2  
  3. 3. 3   Ø  SePng  the  Context   Ø  Key  elements  on  the  Road  to  succes   Ø  Quick  Reality  Assessment   Ø  Lean  IT   Content   Ø  Q&A  
  4. 4. The  challenge:     reducing  costs  to  deal  with  economic  crisis….   4   Fierce  costcuPng  to  survive  the   exonomic  storm  in  the  short  run..   Een kleine greep uit de berichten van de NOS afgelopen 2 maanden:
  5. 5. …as  well  as  reducing  4me  to  market  for  new   products  and  services.     5   Reduce  TTM  for  innova6on  to  keep  in  pace  with   the  market  or  posi6on  in  profitable  nices  
  6. 6. Buzzwords  dividing  in  same  two  groups…  Focus  on   both  commercial  and  commodi4es   6   Commercial… . …..Commodity Differentiator for –local- market competition Highly Agile, low time-to-market Rapid enablement of better ways to serve customers Creating new markets Standardize as much as possible on commercial off the shelf products Proven technologies, standard Services No customization, non-differentiating and low cost solutions Robust, reliable and large
  7. 7. Market  situa6on  forces  companies  to  differen6ate:   Organiza4onal  Agility  versus  Opera4onal  Excellence   Strategic   planning   Organiza6onal   agility   Opera6onal   excellence   Entrepreneur   ship   7   High   Market  dynamics   Market  complexity   High   Low   Low   §  Focus  on  mximum  agility  to   gain  a  posi6on  in  high  dynamic     and  complex  markets     §  Focus  on  opera6onal   excellence  in  areas  where  cost   per  unit  must  be  minimized.    
  8. 8. Businesscase  for  Lean  IT  in  the  OE  quadrant:     More  value  for  less  money   More  “Value  Add  Ac6vi6es”  at  lower  total   cost:   1.  Reducing  non  value  add  ac6vity:   1.  Reduce  demand    with  low  business  value   through  business  priori6za6on)   2.  Reduce  waste   2.  Improve  quality:   1.  First  6me  right  in  each  step,  (Embed  quality  in   the  process)   2.  Reduce  “technical  debt”   3.  Reduce  6me  from  start  to  delivery   (turnaround  6me)   8   Time  -­‐>   Value  add   ac6vity     Non  value     Add  ac6vity   NVA   NVA   VA   VA   €-­‐>  
  9. 9. 9   Ø  SePng  the  Context   Ø  Q&A   Ø  Quick  Reality  Assessment   Ø  Lean  IT   Content   Ø  Key  elements  on  the  Road  to  succes   Ø  Q&A  
  10. 10. An  effec6ve  Lean  Transforma6on  consists  of  changing  aAtude  and   behavior,  supported  by  Lean  instruments   Lean  IT  :     A  way  of  thinking  and  behaving   Strategic  goals   Professionalism   ConGnual  improvement   Customer  OrientaGon   Efficiency   Quality   CooperaGon   Lean  thinking  and  behavior  is  about:   §  Improving  customer  value   §  Con6nual  improvements  in  small  steps   §  Decreasing  peaks  and  troughs  in  produc6on   §  Reducing  waste   §  Involving  everybody   §  Developing  people   §  Focusing  on  long-­‐term  goals   10  
  11. 11. Principles  of  Lean  IT:     Customer  value  at  the  center   Assess  all  ac6vi6es  in  the   process  on  added  value  in  the   eyes  of  the  customer   Create  con6nuous  flow  in   produc6on  with  the  Just-­‐in-­‐ Time  approach  and   reducing  volume  variance   Demand  triggers  the  process   chain  in  order  to  reduce  stock   First  6me  right,   focus  on  quality   preven6on  of   defects   5   4   3   2   1   11  
  12. 12. Dimensions  of  Lean  IT  to  deliver  Customer  value.:     Focus  on  five  dimensions  and  con4nous  improvement   Lean  It  based  on  five  dimensions   And  conGnuous  improvement   with  Kaizen   1  Lean  IT    focuses  on  Behaviour  and  aPtude  using   techniques  form  six  sigma  to  reinforce  the  learning  ability   of  the  organisa6on.   12  
  13. 13. Lean  IT:     The  5  Dimensions  in  closer  detail   §  Focus  on  the  needs,  wishes  and   requirements  of  the  customers   §  Define,  analyze  and  improve  customer  value   §  Is  the  organiza6on  structured  to  meet   customer  demand?   §  Are  knowledge  and  skills  of  the  employees   aligned  with  the  customer  demand?   §  Do  we  share  the  same  insight?   §  Analyze  the  current  and   future  process   §  Iden6fy  poten6al   improvements   §  What  value  does  this  process   add  to  the  customer?     §  Why  are  we  doing  this  work?     §  How  much  6me  is  spent  on  value   add  ac6vi6es  ?   §  What  is  the  process,  team  and   individual  performance?     §  Implementa6on  of  KPIs  to   achieve  the  desired  results     Customer  centered  teams   Applica6on   Development   Applica6e   maintenance   Service   Management   Applica6e   Development   Applica6e   Maintenance   Service   Management   Applica6e   Development   Applica6e   Maintenance   Service   Management   17 verbeterpunten aantal+nieuwe+en+doorgevoerde+verbeterpunten C umulatief+doorgevoerd+s inds +1/1/11 R ealisatie 0 Doelstelling 0 0 0 0 67 0 0 033 17 25 -40 -20 0 20 40 60 80 21 22 23 24 25 26 27 Einde jaar Doorgevoerd deze week Nieuw deze week Doelstelling Klant Medewerker Marktconformiteit DUMMY DUMMY Klantbarometer Score per apsect met Gem. score op alle vragen Productiviteit xxx Burndown Functionaliteit xxx Lerend effect (verbeterpunten)) Aantal verbeterpunten per week Tijdigheid xxx Burndoen Budget xxx Kwaliteit Producten xxx DUMMY Medewerkertevredenheid Gem. score op alle vragen DUMMY 0" 1" 2" 3" 4" 5" 6" 7" 8" 9" Kwa lite it"o pge leve rde "fun c=o nali teit " DLT "Vo ors pel baa rhe id"" Kos ten :"Vo ors pel baa rhe id"v an"d e"ko sten " Kos ten :"To tale "kos ten " Kwa lite it"S tab ilite it" Pro ces :"Ui tvo erin g"pr oje ct" Pro ces :"Co mm uni ca= e" Pro ces :"Bu sine ss"k enn is" DLT "Sne lhe id"Kwa lite it"C apa cite it" Klantbarometer+ICT+MIV++ gesorteerd+op+afnemende+prioriteit+(week2+2012)+ ++ Huidige"score"van"de"klant"week"2"2012"(10"="hoog)" Huidige"score"van"de"klant"week"5"2012"(10"="hoog)" 0 1 2 3 4 5 6 7 8 9 3 4 5 6 7 8 9 10 11 12 13 Aantalverbeterpunten Week Lerend effect continue verbeteren Kadaster(ICT(Project(MIV( ( Oplossing geborgd In uitvoering Inplannen om te doen In inbox Gecascadeerd 7,6 7,9 7,9 6,2 6,6 7,1 8,0 7,6 7,6 6,3 6,9 7,3 0,0 1,0 2,0 3,0 4,0 5,0 6,0 7,0 8,0 9,0 10,0 Imp act Ric htin g Per soo nlijk Per soo nlijk e Sfe er in het tea m Sam enw erk ing Team barometer Week 03 Week 04 maximale minimale DUMMY DUMMY %Storypointcq Functiepuntengerealiseerd % Budget cq uren gerealiseerd Planningslijn Nieuw, voorstel door Gerbrand: Fouten per regel code opgeleverd product Voorstel Gerbrand: Uren per functiepunt cq storypoint per iteratie (velocity) 13  
  14. 14. Empower    teams  to  operate  effec6vely:     delegate  &  facilitate   Board    Senior   Management   Realisa6on   Middel   management   Management   proces   Primary   proces   Board   Senior   Management   Realisa6on   Middel   management   Management   Proces   Primary   proces   Tradi6onal  organisa6on   Lean  organisa6on   14  
  15. 15. Manage  6me  spent:     It  is  the  most  important  produc4on  factor  in  IT!       Why?   §  Understandable  on  all   levels   §  Not  stockable   Incidents   Problems   CoördinaGon   Earning   Capacity   Burning   Capacity   Projects   Changes     Service  req.   OperaGons   Overhead   15  
  16. 16. Strive  to  perfec6on:   Reduce  Waste,  Variability  and  Inflexibility   Mo6on   Inventory   Over  processing   Defects  &  Rework   Wai6ng  6me   Transporta6on   Variability   §   Variability  in    volume  or  complexity  of      customer  demand   §   Spread  in  the  outcome  of  processes   Inflexibility   §  Team  capacity  cannot  scale  up  or  down  with  customer  demand   §  Skill  &  Knowledge  doesn’t  match  customer  demand   §  Batch  and  queue  opera6ng  model;  fixed  volumes  or  specifica6ons   §  Fixed  6ming  constraints  for  delivery;    change  windows   Waste   Overproduc6on  
  17. 17. Key  to  success:   Consistency  in  the  way  of  measuring,  steering  and  working.   17   •  Clear  goals  (value  statement)   •  Change  story   •  Management  Commitment   •  KPI  tree   •  Mo6va6on   •  Visual  management   •  Performance  dialogue   •  KPI  dashboard   •  Bestprac6ces   •  Improvement  cycle   •  Kaizen   •  Improvemenreams  
  18. 18. Kaizen   Kaikaku   Improvement   Implemented     Time    “Every  year  we  improve  2%  in  our  produc6on  processes   18   Incremental  small  steps  lead  earlier  to  visible   results  than  big  improvement  steps  
  19. 19. KPI’s:   Keep  in  mind  what  you  want  to  achieve!   §  Contribu6on  to  customer  value  is  more   important  than  achieving  a  KPI   §  Managing  with  KPIs  is  a  balancing  act.  The   instrument  only  works  if  the  model  is  in   balance   §  At  the  organiza6onal  level,  KPIs  should  have   a  certain  tension,  for  example  between  Sales   and  Quality   §  Manage  the  trend  in  KPI  development  not   the  KPI  in  a  single  moment   19  
  20. 20. 20   Ø  SePng  the  Context   Ø  Q&A   Ø  Quick  Reality  Assessment   Ø  Lean  IT   Content   Ø  Key  elements  on  the  Road  to  succes   Ø  Q&A  
  21. 21. Organisa6onal  readiness     PiRalls  in  becoming  (and  remaining)  Lean.   § Define  success  in  terms  of  business  value:   §  Problem-­‐Solu6on  mismatch   §  Become  Lean/  agile  is  not  the  goal,  it  is  a  means..     §  What  is  the  true  problem?  (5  WHY’s,  4  P)   §  Does  the  proposed  solu6on/improvement  address  the   Problem/Need?   §  Goal  steering  and  working  mismatch   §  Goal  sePng,  way  of  steering  and  working  in  a  PDCA  Cycle   §  Rather  unclear  or  unknown  expecta6ons!   §  Proper  authority  and  specific  support  from  management   granted  BEFORE  the  efforts  start?   §  Have  the  priori6es  been  mutually  set/agreed  by  Customer   management  and  teams?   §  Not  measuring  progress/results   §  Even  worse:    oven  organisa6ons  try  to  figure  out  if  they  were   successful  AFTER  improvement  ini6a6ve  took  place   §  Is  progress  frequently  being  measured?  (Exploit  repor6ng  and   data  collec6on  from  tooling!)     21  
  22. 22. Assess  Business,  management  and  Teams:     Alignment  on  Lean  dimensions     § Create  a  baseline  for  Improvement  cycle:   §  Where  are  we  now:   §  Importance  and  actual  performance  on  each  score     §  Measurement  of  Stakeholder  alignment  (conformity)  on   each  dimension.   §  Improvement  area’s:   §  Improvement  plan  for  next  stage  based  on  value  and   perceived  effort  tot  reach  next  plaworm     §  Combined  Expert  and  stakeholder    view  on  current  level  of   maturity.   § “Sprint  review”  at  the  end  of  each  program  stage.     §  Do  we  develop  sufficient  progress.   §  What  should  we  develop  next   §  Create  commitment  momentum  frequently.   22  
  23. 23. Lean  Quick  Reality  Assessment:   Quinterview   § How  well  do  you  know    your  organizaGonal   strengths,  risks,  and  gaps  in  delivery?   § Are    all  your  stakeholders  aligned?     § What  are  your  areas  of  improvement,  and   where    should  you  focus  on?   § Provides  objec6ve    analysis  and   recommenda6on  report   *  Provided  by  Quint  Wellington  Redwood,  accredited  APMG  ATO    
  24. 24. 24   Ø  SePng  the  Context   Ø  Q&A   Ø  Quick  Reality  Assessment   Ø  Lean  IT   Content   Ø  Key  elements  on  the  Road  to  succes   Ø  Q&A  
  25. 25. (Bumpy)  Road  to  success   §  Making  steps  is  not  the  same  as  dancing  tango   §  Define  success  in  business  value  and  s6ck  to  it…   §  Doing  daily  stand-­‐ups  is  important,  but….   §  asking  the  right  ques6ons  and  taking  early  ac6on  is   really  important.     §  “Plan  Do  Check  Act”   §  Together  with  business:  define  value,  evaluate   §  Within  teams:  use  simple  tools,  enhancing   interac6on,  based  on  facts     §  Create  short  feedback  cycles  and  small  steps     §  Create  stable  teams  competent  for  the  job   §  Don’t  focus  too  much  on  process,  focus  on   deliverables  crea6ng  business  value   §  Get  in  control  on  team  level     §  Don’t  scaling  plans  up  too  early…   §  Remember  Tucker:   §  Give  teams  6me  to  grow   §  Give  them  appropriate  coaching   §  Lean  Leadership….   25  
  26. 26. Q&A   26  
  27. 27. 27   w  w  w  .  q  u  i  n  t  g  r  o  u  p  .  com   Voor  verdere  informa6e  of  vragen  kunt  u  contact  opnemen  met  :   Hans  Smorenburg   D a r e t o c h a l l e n g e Postbus  2345   1180  EH  Amstelveen   The  Netherlands       +31  (0)20  305  3721  (Office)   +31  (0)6  3101  3874  (Mobile)