Kanban applied to ITSM Vladimir Ivanov at Agile Tour Lithuania


Published on

No time to work on improvements? Find it with Kanban!

Here I share practical experience from case of insurance company in Russia. I've installed Kanban board as a tool for IT management team to execute IT Service Management programme. Kanban board is great for workflow visualisation and can be used to improve efficiency of teams managing services and portfolios not only in IT, but also marketing, sales, production, operations etc. Want to learn how to do it yourself?

Vladimir Ivanov is consultant and trainer in Project Management and IT Service Management, certified IPMA-B and ITIL Expert.

Board member at International Project Management Association at Latvia and IPMA 4 level certification system assessor (taking exams in Latvian, English and Russian).

Helps companies to develop IT Service Management by adopting ITIL, COBIT and other frameworks in an Agile way.

Gives knowledge and skills in Project, Programme and Portfolio Management.

  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Kanban applied to ITSM Vladimir Ivanov at Agile Tour Lithuania

  1. 1. 1
  2. 2. http://youtu.be/X1c2--sP3o0 2
  3. 3. • No time “culture” – you start inventing chewing gum instead of brushing yourteeth...• No resources to work on improvements 3
  4. 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. 5. If things would continue in the same direction, it would be matter of time when talksabout outsourcing IT would start. 5
  6. 6. 6
  7. 7. First agilist Walter Shewhart, Deming’s mentor 7
  8. 8. Key players – manage closelyImportant – keep satisfiedAffected – keep informedOthers – monitor 8
  9. 9. People know issues well enough and often they also see possible solutionInvolvement creates engagement – needed for quality inputExpert adds recommendationsCIO sets priorities 9
  10. 10. What you get is your own strategic plan on the yourney towards business and ITalignement.While working on “the big picture” do not forget to show progress by implementingquick-wins and building-up credibility.This is where many “ITIL implementation“ projects fail and stuck in “analysis-paralysis”. 10
  11. 11. What is Kanban? (literally signboard or billboard) is a scheduling systemfor 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. 12. Backlog + prioritiesGoalDecomposed tasksChoosen for implementation and prioritisedIn processDoneEffect confirmed 12
  13. 13. 13
  14. 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, unlessproved otherwise...” Colin Powell, Joint Chiefs of Staff of the USAEx We have listed all the agreed values/rules on one A4 paper and placed on theboard 14
  15. 15. 1. Bring ideas - everybody shall top-up backlog 15
  16. 16. 2. Participation - regular meetings, everybody tells:A. DoneB. PlannedC. Barriers – need help with 16
  17. 17. 3. Ownership - ‘Product Owner’ corrects priorities weekly, but does not micromanage(self-managing team)Initially CIO, later transferred to product owner 17
  18. 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. 19. 5. Scope – ITSM programme 19
  20. 20. 6. Limit number of tasks that have been started and are not finishede.g. 2 per personCan be flexible while team is working on “understanding” it’s capacity 20
  21. 21. 7. Any agreed value/rule can be changed by the team decision, also possible toremove or add new 21
  22. 22. Apply and follow Lean principles.What is Lean? Lean, is a production practice that considers the expenditure ofresources for any goal other than the creation of value for the end customer to bewasteful, and thus a target for elimination.Waste types - muda, muri and mura. 22
  23. 23. In addition - Do it right the first time 23
  24. 24. Also - Focus on what is important today / what matters 24
  25. 25. Also – talk less, more action! 25
  26. 26. Also - Always think about improvements and efficency 26
  27. 27. Also – solve the root cause, not the side effects 27
  28. 28. Also - Fight the waste 28
  29. 29. Regularly review the efficiency of the process and implement improvementsEx 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 communication2. 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 head3. No PC/phone during the meeting policy4. Remove column “Effect approved” – waste5. Do not avoid talking about barriers – ask others and PO for help 29
  30. 30. Results - they are able to execute ITSM programme without costly consultants.One was needed to kick this off ;) 30
  31. 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%20context%20-%20mskarin.pdf10 pitfalls when implementing Kanban:http://gotocon.com/dl/goto-cph-2011/slides/MattiasSkarin_10PitfallsWhenImplementingKanban.pdfIntroducing Kanban in Operations:http://blog.crisp.se/mattiasskarin/files/slides/introducing_kanban_in_operations.pdfBy Mattias Skarin, Crisp 31
  32. 32. Follow @vivanovs and let’s share our experiments! 32
  33. 33. 33