Lean and ITIL: reaching to the (hidden) face of the moon by Nicolas Stampf, BP2i

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ITILv2 certifies people, not organizations. Yet it’s a library of good practices that organizations are supposed to follow. So, with predefined processes as a North Star to reach for, it’s very attractive to wanting to use Lean to improve them. Yet, when you first grasp the situation, you soon discover that the shiny, fixed, paper Moon map is nowhere to be found in reality. The further you look, the more you understand that there’s something else to that...
At the Lean IT Summit 2013, Nicolas Stampf reported the story of an adventurous exploration of the hidden side of the moon...
More Lean IT stories and case studies available on www.lean-it-summit.com

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Lean and ITIL: reaching to the (hidden) face of the moon by Nicolas Stampf, BP2i

  1. 1. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France Lean & ITIL Reaching for the (hidden) face of the moon Nicolas Stampf http://about.me/nicolas.stampf @nicolasstampf far side
  2. 2. Copyright © Institut Lean France 2012 Lean & ITIL - Nicolas Stampf 2
  3. 3. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France WHO ARE WE? Lean & ITIL - Nicolas Stampf 3
  4. 4. Copyright © Institut Lean France 2012 Who are we? Lean & ITIL - Nicolas Stampf 4
  5. 5. Copyright © Institut Lean France 2012 BP²I – BNP Paribas Partners for Innovation • A BNP Paribas & IBM Joint Venture BP²I key numbers 10 000 > 10 000 > 1 500 80 000 m² Data Center Application servers Infrastructure servers Mainframe MIPS > 5 500 350 > 65 000 > 500 Switches - Routers Firewalls Workstations User Calls / day 4 000 500 > 35 000 > 1 500 Alerts Open/ day Events/ day Changes / year CC Calls / day Lean & ITIL - Nicolas Stampf 5
  6. 6. Copyright © Institut Lean France 2012 BP²I : countries • France, Switzerland, Italy & Belgium Lean & ITIL - Nicolas Stampf 6
  7. 7. Copyright © Institut Lean France 2012 BP²I : people • Around 1300 people in France  BNP Paribas  IBM  BP²I  Contractors Lean & ITIL - Nicolas Stampf 7
  8. 8. Copyright © Institut Lean France 2012 BP²I : certifications Quality Lean & ITIL - Nicolas Stampf Environment Information Security ITIL 8
  9. 9. Copyright © Institut Lean France 2012 Yes, we rock! Lean & ITIL - Nicolas Stampf 9
  10. 10. Copyright © Institut Lean France 2012 Agenda • A few words about ITIL and ISO 20,000 • Looking at the moon & getting prepared  The problems  The VSMs and the processes • Approaching the moon  The tools • On the other side of the moon  The Gemba! Lean & ITIL - Nicolas Stampf 10
  11. 11. Copyright © Institut Lean France 2012 Agenda • A few words about ITIL and ISO 20,000 • Looking at the moon & getting prepared  The problem  The VSMs and the processes • Approaching the moon  The tools • On the other side of the moon  The Gemba! Lean & ITIL - Nicolas Stampf 11
  12. 12. Copyright © Institut Lean France 2012 Lean & ITIL - Nicolas Stampf 12
  13. 13. Copyright © Institut Lean France 2012 What’s ITIL? • set of practices • for IT service management (ITSM) • that focuses on aligning IT services with the needs of business. […] • ITIL underpins ISO/IEC 20000 the International Service Management Standard for IT service management, although differences between the two frameworks do exist. Source: http://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Library Lean & ITIL - Nicolas Stampf 13
  14. 14. Copyright © Institut Lean France 2012 What’s ISO 20,000? 1 Scope 1.1 General This part of ISO/IEC 20000 is a service management system (SMS) standard. It specifies requirements for the service provider to plan, establish, implement, operate, monitor, review, maintain and improve an SMS. The requirements include the design, transition, delivery and improvement of services to fulfill service requirements. Lean & ITIL - Nicolas Stampf 14
  15. 15. Copyright © Institut Lean France 2012 ISO 20,000 embeds PDCA Introduction […] This part of ISO/IEC 20000 requires the application of the methodology known as “Plan-Do-Check-Act” (PDCA) to all parts of the SMS and the services. The PDCA methodology, as applied in this part of ISO/IEC 20000, can be briefly described as follows. • Plan: establishing, documenting and agreeing the SMS. The SMS includes the policies, objectives, plans and processes to fulfill the service requirements. • Do: implementing and operating the SMS for the design, transition, delivery and improvement of the services. • Check: monitoring, measuring and reviewing the SMS and the services against the policies, objectives, plans and service requirements and reporting the results. • Act: taking actions to continually improve performance of the SMS and the services. PDCA methodology applied to service management Lean & ITIL - Nicolas Stampf 15
  16. 16. Copyright © Institut Lean France 2012 ISO 20k doesn’t provide VSMs, but we defined ours Deploy new service Keep services running Lean & ITIL - Nicolas Stampf 16
  17. 17. Copyright © Institut Lean France 2012 PDCA ↔ Lean • • • • ISO 9001 ITIL & ISO 20k ISO 20k & 9001 Lean     use processes processes to use do PDCA how to do PDCA  So far so good? Lean & ITIL - Nicolas Stampf 17
  18. 18. Copyright © Institut Lean France 2012 Agenda • A few words about ITIL and ISO 20,000 • Looking at the moon & getting prepared  Two sample problems  The VSMs and the processes • Approaching the moon  The tools • On the other side of the moon  The Gemba! Lean & ITIL - Nicolas Stampf 18
  19. 19. Copyright © Institut Lean France 2012 Other clear zone Clean even over there Clear zone Someone crashed here, go have a look ! Lean & ITIL - Nicolas Stampf Oh, and go check on the 19 far side too, BTW!
  20. 20. Copyright © Institut Lean France 2012 Two projects • Improve the billing process • Reduce delays to install a server Lean & ITIL - Nicolas Stampf 20
  21. 21. Copyright © Institut Lean France 2012 The projects • Improve the billing process • Reduce delays to install a server Lean & ITIL - Nicolas Stampf 21
  22. 22. Copyright © Institut Lean France 2012 The billing process problem •  2012, billing was  contractual  and fixed  and we needed to absorb 20% more volume every year Volume metrics weren’t an issue At least to customers (!) Lean & ITIL - Nicolas Stampf 22
  23. 23. Copyright © Institut Lean France 2012 The billing problem (cont’d) • 2013  business lines are  billed according to how much they use  Billing process has to be  Exact  Exhaustive  Auditable (provable) Lean & ITIL - Nicolas Stampf 23
  24. 24. Copyright © Institut Lean France 2012 What we bill • Mainframe  MIPS  Software usage • Open (windows, unix, linux)  Power: TPMC ( transactions per seconds)  Exploitation • Storage & backup  Terabytes in different classes • Workstations  # of workstations  # of helpdesk tickets • … Lean & ITIL - Nicolas Stampf 24
  25. 25. Copyright © Institut Lean France 2012 The billing problem (final) • Billing process has to be  Exact  Not formally measured  Metrics wrong 7.3% of the time (533 on 7330) in january  Metrics for December, 2012 were first accepted on… June, 2013!  Exhaustive Collect data Assemble data • From agents on servers • Format for next process • Collect all billable data • Ponderate according to class • Associate with Clients’ requests  We know that we don’t know all  But we don’t know what we don’t know  Auditable Send to Client • Sort according to Business Lines • Format for next process (Client)  What the hell is going on?! Lean & ITIL - Nicolas Stampf 25
  26. 26. Copyright © Institut Lean France 2012 The projects • Improve the billing process • Reduce delays to install a server Lean & ITIL - Nicolas Stampf 26
  27. 27. Copyright © Institut Lean France 2012 Reduce delays of server installs • Start when client says “Go!”  Technical infos are already validated • Yet, 140+ days to deliver Lean & ITIL - Nicolas Stampf 27
  28. 28. Copyright © Institut Lean France 2012 Delays • In 2010: 140+ days Delays of server installations from Jan 1st to Aug 31st 2013 140 • In 2013: 33 days 2010 Number of installations 120 100 80 60 40 20 0 5 15 25 35 45 55 65 75 85 105 125 Delays Lean & ITIL - Nicolas Stampf 28
  29. 29. Copyright © Institut Lean France 2012 Delays : Lean lense • “Server Installation Card” (SIC) subprocess:  PM takes technical infos  Copies in SIC  Sends to delivery team  Delivery installs the server Lean & ITIL - Nicolas Stampf Collect data Create SIC Send SIC to client Push SIC to Deployement process • Call Client to better understand request • Get tech infos from other tools • Copy from other tools to SIC tool • Added value: expertise entered in SIC • (Client enters client data) • Wait for his approval • Click “Next” in Project Workflow tool 29
  30. 30. Copyright © Institut Lean France 2012 Agenda • A few words about ITIL and ISO 20,000 • Looking at the moon & getting prepared  The problem  The VSMs and the processes • Approaching the moon  The tools • On the other side of the moon  The Gemba! Lean & ITIL - Nicolas Stampf 30
  31. 31. Copyright © Institut Lean France 2012 Lean & ITIL - Nicolas Stampf 31
  32. 32. Copyright © Institut Lean France 2012 The projects • Improve the billing process • Reduce delays to install a server Lean & ITIL - Nicolas Stampf 32
  33. 33. Copyright © Institut Lean France 2012 What does it look like from a distance? • Where’s the hell is the billing VSM?!  Follow the yellow road Lean & ITIL - Nicolas Stampf 33
  34. 34. Copyright © Institut Lean France 2012 Billing process Collect data Assemble data Send to Client • From agents on server • Format for next process • Collect all billable data • Ponderate according to class • Detect changes • Associate with Client’s requests • Sort according to Business Lines • Format for next process (Client) Lean & ITIL - Nicolas Stampf 34
  35. 35. Copyright © Institut Lean France 2012 Billing: collect data • What  From agents on servers  Deal with missing data  Storage  Disk view (BP²I) different than server view (client)  Backups  Workstations • How  Inconsistent data formats  Different starting dates  Concerns for data Integrity Lean & ITIL - Nicolas Stampf 35
  36. 36. Copyright © Institut Lean France 2012 Billing: assemble data • Collect all billable data  Delays! • Detect changes  True or due to problems? • Associate with Client’s requests  Not all of them are traceable  Investigations in other tools/workflows for traces Lean & ITIL - Nicolas Stampf 36
  37. 37. Copyright © Institut Lean France 2012 Billing: send to client • Sort according to Business Lines  List provided by client • Format for next process (Client)  Repetitive changes of format  Data not understood Lean & ITIL - Nicolas Stampf 37
  38. 38. Copyright © Institut Lean France 2012 The projects • Improve the billing process • Reduce delays to install a server Lean & ITIL - Nicolas Stampf 38
  39. 39. Copyright © Institut Lean France 2012 What does it look like from a distance? The SIC • I can roughly see where the SIC happens in the VSM but this isn’t crystal clear Lean & ITIL - Nicolas Stampf 39
  40. 40. Copyright © Institut Lean France 2012 Server Installation Card: the tool Lean & ITIL - Nicolas Stampf 40
  41. 41. Copyright © Institut Lean France 2012 The PM workflow tool Fear… Lean & ITIL - Nicolas Stampf 41
  42. 42. Copyright © Institut Lean France 2012 What’s the process like? (interview with a PM) Project Manager Read the REQ •Check •Understand Create SIC •Enter basic informations Lean & ITIL - Nicolas Stampf Get infos from other tools •Copy infos into SIC Operations Copy from REQ to SIC Advance REQ workflow •Copy to SIC •Open attached docs •Copy to SIC •Save! •Fill other REQ infos •Advance to next step Receive REQ •Read Open SIC •Check content •Connect to server •Configure & install Close REQ •Click « Done! » (workflow next step) 42
  43. 43. Copyright © Institut Lean France 2012 Agenda • A few words about ITIL and ISO 20,000 • Looking at the moon & getting prepared  The problem  The VSMs and the processes • Approaching the moon  The tools • On the other side of the moon  The Gemba! Lean & ITIL - Nicolas Stampf 43
  44. 44. Copyright © Institut Lean France 2012 Lean & ITIL - Nicolas Stampf 44
  45. 45. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France GEMBA! Lean & ITIL - Nicolas Stampf 45
  46. 46. Copyright © Institut Lean France 2012 The projects • Improve the billing process • Reduce delays to install a server Lean & ITIL - Nicolas Stampf 46
  47. 47. Copyright © Institut Lean France 2012 Gemba for before billing • Before billing, there’s… installation!     Client request Operations configuration Declaration of configuration Software report Possibly 4 different values! • From a distance, 3 sub-processes  Install server  Change server conf  Remove server • On closer look… Lean & ITIL - Nicolas Stampf 47
  48. 48. Copyright © Institut Lean France 2012 Gemba for “Server installation” • Create reference file (processor ↔ TPMC): 3 • Simple requests: 2 • Servers: estimate: 1 • Servers: go: 4 • Workstation: go: 4 • Agent reporting of TPMC: 3 • IBM virtual management partition: create: 1 • • • • • • • • Servers: install: 2 Workstations: install: 1 Servers: control: 1 Workstations: control: 1 Processor upgrade: 4 Virtual partition update: 2 Migrate P2V or V2V: 2 Correct TPCM: 3 N = # of teams involved Total=34 gemba visits for ± 10 teams Lean & ITIL - Nicolas Stampf 48
  49. 49. Copyright © Institut Lean France 2012 Gemba for “assemble data” • Struggle to receive data • Struggle with changing formats • Struggle with errors in data  Missing Collect data Assemble data • From agents on servers • Format for next process • Collect all billable data • Ponderate according to class • Associate with Clients’ requests  Bad values  Duplicates • Struggle to match with requests Lean & ITIL - Nicolas Stampf Send to Client • Sort according to Business Lines • Format for next process (Client) 49
  50. 50. Copyright © Institut Lean France 2012 What we did • IT can be gory at times  don’t mess with that • Strength-Based strategy used  Held meeting with IT experts + billing people  Clarified the importance of the vision (exact bill on time)  Created feedback loops that were missing Collect data Assemble data • From agents on servers • Format for next process • Collect all billable data • Ponderate according to class • Associate with Clients’ requests  WINFY (“What I need from you”)  CYHM (“Can you help me?”)  Let people improve their own processes with ideas they already had at that time! Lean & ITIL - Nicolas Stampf Send to Client • Sort according to Business Lines • Format for next process (Client) 50
  51. 51. Copyright © Institut Lean France 2012 The projects • Improve the billing process • Reduce delays to install a server Lean & ITIL - Nicolas Stampf 51
  52. 52. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France GEMBA FOR S.I.C. Lean & ITIL - Nicolas Stampf 52
  53. 53. Copyright © Institut Lean France 2012 What’s the process really like? Project Manager Read the REQ Create SIC •Wait in queue •Check •Understand •Get additional infos •Call client & wait •Call operations & wait •Call DC team & wait •… •Enter basic informations •Jungle with multiple screens •Struggle with infos provided by client •Call client for missing infos & wait •Call engineer to validate new client’s infos & wait Lean & ITIL - Nicolas Stampf Operations Get infos from other tools Copy from REQ to SIC Advance REQ workflow •Connect to other tools •Deal with delays and downtime •Lose text in clipboard •Copy infos into SIC •Deal with errors, phone calls, colleagues & wait •Fill “Comments” because fixed field hasn’t the required info •Navigate REQ to find infos •Deal with slowness & downtime •Copy to SIC •Open attached docs •Copy to SIC •Save! •Reopen •Enter forgotten infos •Re-save •Fill other REQ infos •Advance to next step •Wait for downtime and slowness •Reclick for next step •Call Operations to ensure they deal with the urgent REQ Receive REQ •Wait in queue •Read Open SIC Close REQ •Check content •Swear (SIC not implementable) •Swear again (cannot refuse REQ) •Call PM (unavailable) •Write long mail explaining problems with SIC •Put REQ aside (& forget it) •Connect to server •Or wait X days before it’s plugged in DC •Configure & install •Deal with install problems •Click “Done!” (workflow next step) •Swear because delays too long and it wasn’t all your fault, but you’ll be the one measured & blamed for delays 53
  54. 54. Copyright © Institut Lean France 2012 What happens when PM sends “bad” SIC to Operations? • Operations – The workflow won’t let me refuse requests • PM – They (operations) have that nice script that checks the SIC and sends us an email stating what’s wrong with it • Coach – So why isn’t the content of the script coded in the SIC? • Operations – It’s not a script, I manually write each and every mail! • PM & Coach – Oh… • Coach – And then what happens? • Operations – This PM’s next SICs are better • Coach – And what about other PMs or when the PM leaves? • Operations – I still need to write mails each and every time. • Coach – Oh… Lean & ITIL - Nicolas Stampf 54
  55. 55. Copyright © Institut Lean France 2012 What we did • Teach TWI Job Instruction to the PM • PM analyzed first SIC screen  Found gold!  Up to 10 screens / SIC… • Compared with neighbor  Other best practices!  Neighbor happy to know about other best practices!  Gold again! • PM granted time to train others • Yet reality took over at this point …to date, JIT hasn’t started Lean & ITIL - Nicolas Stampf 55
  56. 56. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France LESSONS LEARNED Lean & ITIL - Nicolas Stampf 56
  57. 57. Copyright © Institut Lean France 2012 ≠ Lean & ITIL - Nicolas Stampf 57
  58. 58. Copyright © Institut Lean France 2012 The Science Minute Why does the far side has more visible craters than the near side? • Though the far side has more visible craters, this is due to the effects of lunar lava flows, which cover and obscure craters, rather than a shielding effect from the Earth. NASA calculates that the Earth obscures only about 4 square degrees out of 41,000 square degrees of the sky as seen from the moon. “This makes the Earth negligible as a shield for the Moon… It is likely that each side of the Moon has received equal numbers of impacts, but the resurfacing by lava results in fewer craters visible on the near side than the far side, even though the both sides have received the same number of impacts.”[4] • • http://en.wikipedia.org/wiki/Far_side_of_the_Moon [4] Near-side/far-side impact crater counts by David Morrison and Brad Bailey, NASA. http://lunarscience.nasa.gov/?question=3318 Lean & ITIL - Nicolas Stampf 58
  59. 59. Copyright © Institut Lean France 2012 What does the metaphor tell us? • Management doesn’t shield from problems • To see the problems, you need to search closer GOOGLE! * * Go Out On the Gemba Learn thy Environment Lean & ITIL - Nicolas Stampf 59
  60. 60. Copyright © Institut Lean France 2012 Lean lessons • Life’s different on the Gemba than from a (managerial) distance 1. Go on the gemba 2. Talk to the people 3. Look at the process • IT tools might call for TWI  IT engineers need training for IT tools  Just like elsewhere! Lean & ITIL - Nicolas Stampf 60
  61. 61. Copyright © Institut Lean France 2012 ITIL Lessons • Just because  People are ITIL  Your company is ISO 20k • Doesn’t imply Lean is a given  Sweet for management  Sweat on the gemba G.O.O.G.L.E. (Go Out On your Gemba Learn thy Environment) Lean & ITIL - Nicolas Stampf 61
  62. 62. Copyright © Institut Lean France 2012 IT Lessons Back to basics!!! • Fear IT (just like Toyota) • “Workflow is bad” (© Marie-Pia Ignace) • Lean before IT  First, Lean processes  Then LeanUX  Then only IT tools Lean & ITIL - Nicolas Stampf 62
  63. 63. Copyright © Institut Lean France 2012 Overall lessons • ITIL  overall direction (the moon in the sky) • Lean  how to (the space rocket) 1. Go on the gemba 2. Talk to the people 3. Look at the process GOOGLE! Go Out On the Gemba Learn thy Environment Lean & ITIL - Nicolas Stampf 63
  64. 64. Copyright © Institut Lean France 2012 Lean & ITIL - Nicolas Stampf 64
  65. 65. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France More Lean IT videos and presentations on www.lean-it-summit.com

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