KANBAN FOR IT OPS (DRAGOS DUMITRIU) - LKCE13

812 views
578 views

Published on

IT Operations people have several distinct challenges than software developers. Ops teams must balance large workloads and emergency tasks with assuring a stable infrastructure. Their workflow is continuous, and many times doesn't work well with timeboxes. Kanban is widely used to address the needs of IT Operations.

Published in: Business, Technology
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
812
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
16
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide
  • “Weekend” = requests that cannot be done within normal business times.
  • “Weekend” = requests that cannot be done within normal business times.
  • “Weekend” = requests that cannot be done within normal business times.
  • “Weekend” = requests that cannot be done within normal business times.
  • “Weekend” = requests that cannot be done within normal business times.
  • “Weekend” = requests that cannot be done within normal business times.
  • “Weekend” = requests that cannot be done within normal business times.
  • “Weekend” = requests that cannot be done within normal business times.
  • “Weekend” = requests that cannot be done within normal business times.
  • New 6.“Safe to Fail” Experiments.1. What is fragile should break early, while it’s still small.
  • KANBAN FOR IT OPS (DRAGOS DUMITRIU) - LKCE13

    1. 1. Kanban in IT Operations Focus on delivering value and success will follow. Dragos Dumitriu Lean Kanban Inc.
    2. 2. In IT From The Bottom I am not the smartest or most talented person in the world, but I succeeded because I keep going, and going, and going. - Sylvester Stallone
    3. 3. Keep Going at IT I am not the smartest or most talented person in the world, but I succeeded because I keep going, and going, and going. - Sylvester Stallone
    4. 4. Keep Going at IT I am not the smartest or most talented person in the world, but I succeeded because I keep going, and going, and going. - Sylvester Stallone
    5. 5. Made IT I am not the smartest or most talented person in the world, but I succeeded because I keep going, and going, and going. - Sylvester Stallone
    6. 6. Is That IT? Deloitte’s Center for the Edge studies: the life expectancy of a firm in the Fortune 500 has declined from around 75 years half a century ago to less than 15 years and is heading towards 5 years. The pointlessness that people see in their jobs is an accurate reflection of the deteriorating condition of the firms they work for. When those doing the work are dispirited, it is inevitable that customers too will be frustrated and that the firm will not prosper. These problems cannot be solved by job redesign or clearer career paths. Instead, the organizations must seek change with a focus on delighting the customer through continuous innovation and that can only be delivered by engaged and motivated employees. Let’s do something about IT!
    7. 7. “Everything that can be counted does not necessarily count; everything that counts cannot necessarily be counted.“ – Einstein
    8. 8. Cynefin Complicated Complex Chaotic Simple
    9. 9. Where We Started Triage Ready (5N, 4W) Active (3) Validate Resolved Monitor (3) Close Major Incident Normal Incidents Explicit Criteria Priority Problem M Crit BU Crit Not Crit Weekend … MI Review Trend Analysis
    10. 10. Where We Started Triage Ready (5N, 4W) Active (3) Validate Resolved Monitor (3) Close Major Incident Normal Incidents Explicit Criteria Priority Problem M Crit BU Crit Not Crit Weekend … MI Review Trend Analysis
    11. 11. How We Treated Problems Triage Ready (5N, 4W) Active (3) Validate Resolved Monitor (3) Close Major Incident Normal Incidents Explicit Criteria Priority Problem M Crit BU Crit Not Crit Weekend … MI Review Trend Analysis
    12. 12. How We Treated Problems Triage Ready (5N, 4W) Active (3) Validate Resolved Monitor (3) Close Major Incident Normal Incidents Explicit Criteria Priority Problem M Crit BU Crit Not Crit Weekend … MI Review Trend Analysis
    13. 13. How We Treated Problems Triage Ready (5N, 4W) Active (3) Validate Resolved Monitor (3) Close Major Incident Normal Incidents Explicit Criteria Priority Problem M Crit BU Crit Not Crit Weekend … MI Review Trend Analysis
    14. 14. How Problems Treated Us Triage Ready (5N, 4W) Active (3) Validate Resolved Monitor (3) Close Major Incident Normal Incidents Explicit Criteria Priority Problem M Crit BU Crit Not Crit Weekend … MI Review Trend Analysis
    15. 15. M Evolutionary Change Triage Ready (BC) Active (BC) Validate Resolved Monitor (BC) Close Major Incident Normal Incidents Tier 1 – 40% (75%) Tier 2 – 45% (20%) Tier 3 – 15% ( 5%) D:C 400% (110%) Msg & Comms Tier 2 – 50% A, TT1 Tier 3 – 60% A, TT2 Infrastructure Tier 2 – 10% Tier 3 – 20% Priority Explicit Criteria Problem M Crit BU Crit Not Crit Weekend Asset Prot Business Apps Tier 2 – 10% Tier 3 – 10% Asset Protection Tier 2 – 30% A, TT1 Tier 3 – 10% … MI Review Trend Analysis
    16. 16. M Evolutionary Metrics Location Country City Support volume Average support incidents received per month % incidents/requests submitted via phone % incidents/requests submitted via email Basic Metrics Philippines Manila 4942 15% 80% % incidents/requests submitted via webchat (Lync) 5% Service provided Hours of support (eg 8 x 5, 24 x 7) Language(s) supported % of incidents/requests resolved by help desk 24x7 English 73% % of incidents/requests assigned to local office support 12% % of incidents/requests assigned to other support teams 15% $ 7.71 $ Average GHD cost/per employee/per month 6.04 Average tickets/per person/per month 380 Customer Satisfaction 92% of 100% SLA Average cost per incident: Help desk Team Structure # Total FTEs (US) US contractors Manila # primarily focused on direct end user support 0.5 1 13 13 # primarily focused on management/supervision (US) Tools What tool is used for incident management including assigning incidents to other support groups? What tool is used as a knowledge base? What tool is used for self-service portal (if available)? 0.5 # primarily focused on other supporting roles (Manila) Please provide details of SLAs that apply to help desk 1 Costs per Month (in thousands) Total cost of team Payroll costs Other people related costs Facility/technology costs Other costs $ 38,083.00 $ 33,749.00 $ $ 3,751.00 $ 583.00 Any other important tools used? P1 - 4 Hours P2 - 8 Hours P3 - 24 Hours P4 - 36 Hours P5 - 72 Hours SCSM Sharepoint SCSM will be used for Self-Help Portal in Q4 Lync, Exchange Management Console, Active Directory, Alerts Tool, HR Reports (Headcount, Terminations, etc), SCOM, SharePoint, Microsoft Office, Vovici (customer satisfaction tool), Asset Management Tool, Inventory Tool (laptop compliance). Comments Any other comments on requirements, current services, customer satisfaction etc.? Customer Satisfaction goal must exceed 80% (actual is 92%).
    17. 17. M Boring and Important: Budget Fully # of Loaded Vacation hours per Hourly Hours year Rate $ 75.39 1040 N/A $ 26.00 2080 $ 22.71 520 0 $ 14.76 2080 120 $ 10.94 2080 120 $ 10.94 2080 120 $ 10.94 2080 120 $ 10.94 2080 120 $ 8.34 2080 120 Sick Hours N/A 0 40 40 40 40 40 40 # of Training Hours Per Hours Year N/A N/A 0 60 60 60 60 60 60 1040 2080 520 1860 1860 1860 1860 1860 1860 Number in Australia - 1300 China - Toll Free (800) Low Volume Malaysia - Toll Free Singapore - Toll Free - Low Belguim - National Denmark - National Finland - Helsinki France - National Germany - Munich Netherlands - National Norway - National Spain - National Swedent - National (10) Switzerland - Zurich United Kingdom - National 0870 Total Monthly FY11 Cost FY12 Cost Annual Savings FY12 Extra Minutes Overage Total Sub Total $ $ $ $ $ $ $ $ $ 78,405.60 54,080.00 11,809.20 27,453.60 20,348.40 20,348.40 20,348.40 20,348.40 15,512.40 Ringing to Plan USA USA USA USA USA USA USA USA USA USA USA USA USA USA USA 250 125 250 250 250 250 250 250 250 250 250 250 250 250 250 Monthly Price $ 59.00 $ 59.00 $ 39.00 $ 59.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 425.00 $ 1,700.00 $ 5,100.00 $ $ Prepaid Annual $ 44.00 $ 44.00 $ 34.00 $ 44.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 320.00 $ 1,280.00 $ 3,840.00 $ 1,260.00 Additional Minutes $ 0.27 $ 0.47 $ 0.15 $ 0.20 $ 0.60 $ 0.60 $ 0.60 $ 0.60 $ 0.60 $ 0.60 $ 0.60 $ 0.60 $ 0.60 $ 0.60 $ 0.60 2,400.00 7,500.00 N/A N/A N/A Th-Sa 10p-10a Th-Sa 10a-10p M-Th 7p-5a Su-W 9p-9a Tu-Fr 11a-9p W-Sa 10p-9a Sunday 1 1 1 Monday 3 3 2 Tuesday 4 4 3 Wednesday 4 4 3 Thursday 4 3 3 Friday 2 2 2 Saturday # of Shifts/Week 1 19 1 18 1 15 Total Cost per week Cost per Year $399.00 $20,748.00 $60.30 $3,135.60 $50.25 $2,613.00 $509.55 $26,496.60 FY11 with 2 Gs SEAAC EALA AMER Sunday 1 1 1 Monday 4 4 2 Tuesday 5 5 3 Wednesday 5 5 3 Thursday 5 4 3 Friday 3 3 2 Saturday # of Shifts/Week 1 24 1 23 1 15 Total Cost per week Cost per Year $504.00 $26,208.00 $77.05 $4,006.60 $50.25 $2,613.00 $631.30 $32,827.60 FY12 with 2 Fs SEAAC EALA AMER Shift FY 11 # of 1st Shifts # of 2nd Shifts # of 3rd Shifts Sunday 1 1 1 Monday 5 4 3 Tuesday 6 5 4 Wednesday 6 5 4 Thursday 6 4 4 Friday 4 3 3 Saturday # of Shifts/Week 1 29 1 23 1 20 Total Cost per week Cost per Year $609.00 $31,668.00 $77.05 $4,006.60 $67.00 $3,484.00 $753.05 $39,158.60 Night Transportat Night Meal Differential ion Differential $ Allowance Hours Allowance N/A N/A N/A 1236 0 1236 1236 0 1664 N/A N/A N/A $1,824.34 $0.00 $1,352.18 $1,352.18 $0.00 $1,387.78 N/A N/A N/A $544.19 $544.19 $725.58 $544.19 $725.58 $544.19 N/A N/A N/A $634.88 $0.00 $725.58 $634.88 $0.00 $634.88 Sub Total $ $ $ $3,003.41 $544.19 $2,803.35 $2,531.25 $725.58 $2,566.85 Monthly Total Yearly Total $ $ $ $ $ $ $ $ $ 78,405.60 54,080.00 11,809.20 30,457.01 20,892.59 23,151.75 22,879.65 21,073.98 18,079.25 $ $ $ $ $ $ $ $ $ 6,533.80 4,506.67 984.10 2,538.08 1,741.05 1,929.31 1,906.64 1,756.17 1,506.60
    18. 18. Similar Results and Approach M 180 160 140 120 Other TTR Sev 1 TTR 100 80 Cost (x 100) 60 40 20 Productivity 0 FY04 Q4 FY05 Q1 FY05 Q2 FY05 Q3 FY05 Q4 FY06 Q1 FY06 Q2
    19. 19. The short story  Make work, workflow, and queue/wait times visible (Kanban)   Cross train people and focus on moving knowledge (first) and work (second) from T3 to lower tiers   Put the pain where it belongs; resulted in jaw dropping reduction of failure demand within weeks. MI Reviews and Trend Analysis are tied to Service Team rewards    80-300% boost to tiers capacity over 2 years, lower cost, higher productivity Establish Service Lines run by a Service Manager (ITIL v3)   Enterprise NOT Stakeholder prioritization based on capacity, eliminate failure demand, shorten cycle time. Automation, identification of training needs for IT and for customers Established reputation for building the right thing, right IT Org wins CIO’ Magazine Awards two years in a row.
    20. 20. Conclusion  It’s not luck.  Making a person work and profiting from that work is different.  It is not important to optimize locally, it is essential to optimize flow through the organization from demand to service consumption.  Reduce WIP to achieve    shorter cycle times, increased output reduced costs
    21. 21. Q&A
    22. 22. Appendix
    23. 23. End

    ×