One year as a lean (transition) CIO

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Pierre Pezziardi's presentation from the 1st European Lean IT Summit held in Paris in October 2011

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One year as a lean (transition) CIO

  1. 1. One year as a (transition) CIO Pierre Pezziardi 1
  2. 2. One Year as a (transition) CIO Pierre Pezziardi Lean IT Summit 13th october 2011
  3. 3. WTF?Entrepreneur, author, lean,micro-finance & IT
  4. 4. BREDBanque Populaire3500+ peopleCorporate & RetailMutualist
  5. 5. IT230 peopleCréteil (Paris suburbs)
  6. 6. End-user (sample)The problem
  7. 7. 5 field experiments• Let’s (try to) free up energies• Bank branch “bubble”• 2M€ fixed price Agile project• PDCA at the Customer Service• devOps reorganization
  8. 8. • No silver bullet, small steps repeated• People can (must) do the change• Talking about problems is good, suffering in silence is bad
  9. 9. recruit new leaders
  10. 10. Free up energies ?
  11. 11. Engage only when there is a problem ANDsomeone who (really) wants to solve it
  12. 12. So accept to let some problems aside …“Don’t invest where no one is scandalized”
  13. 13. 5 field experiments• Let’s (try to) free up energies• Bank branch “bubble”• 2M€ fixed price Agile project• PDCA at the Customer Service• devOps reorganization
  14. 14. Bank branch “bubble” The plan .. .. OR the best idea from the field? « About 4 times a week, I can’t answer customer claims about refused direct debit, it is not displayed in the system … »
  15. 15. Fix the OR dilemma : plans AND … • Deal a budget of 500 men.day directly with the Sales Executive • specification = "improving user efficiency for the customer benefit. dot" • Operational people own the backlog & priorities : no ex-ante approval process • Demands are delivered every month (agile) • Introduce a culture of value for the backlog • How often does it occur? How many people are impacted? What’s the benefit they’ll claim (minutes, quality/security, opportunities)? What if we don’t do it? • E.g. : the right debit information in case of a customer claim (2000p * 5 * 4 * 50 weeks = 4000 “man days”)
  16. 16. 5 field experiments• Let’s (try to) free up energies• Bank branch “bubble”• 2M€ fixed price Agile project• PDCA at the Customer Service• devOps reorganization
  17. 17. Call Center system reengineering1 year ½, still in contract negociation, 2M€
  18. 18. 200 pages of specifications are not a contract but an education tool for the teamBind the contract to the Why? not to the How? 10 lines contract : when asked, 180 people at the Call Center say “it is at least 50% better than before*”, release monthly, paid by user deployed, target price at target delay (18 months), supplier bears the extra cost, Bred bearing the extra delay. * For each set of features, vote either better (-1), the same (0), worse (+1) Annex 1 (not contractual) : specifications
  19. 19. 5 field experiments• Let’s (try to) free up energies• Bank branch “bubble”• 2M€ fixed price Agile project• PDCA at the Customer Service• devOps reorganization
  20. 20. PDCA at the Customer Service120 000 calls per year60 000 cases (80% incidents)No feedback loops
  21. 21. A new motto/goal :“A good customer serviceis a service you dont need to call ”Its ok to spend time on improvements, managers support it andCIO animates the PDCA workshops every Monday, abacklog is opened at the Development Department Fights against solutions thrown before root cause is identified through disciplined 5 why?
  22. 22. RESULTSOBJECTIVES PDCAs PARETO OF CAUSES Visual Management
  23. 23. PDCA log- 8000 users calls per year because they can now reset alocked session by themselves- hundreds of customers calls because we replaced genericerror messages in the web site...
  24. 24. 5 field experiments• Let’s (try to) free up energies• Bank branch “bubble”• 2M€ fixed price Agile project• PDCA at the Customer Service• devOps reorganization
  25. 25. Development teams often pollute … .. costs or incidents at the Operations .. calls at the Customer Service
  26. 26. and SupportFunctions add delays It’s cool to be a bottleneck architecture, security, purchasing, technical expertise, methods ..
  27. 27. Why split responsibilities ? You build it, you run it, and you bear all the costs (actual and future, aka technical debt)
  28. 28. devOps : no silver bulleta cultural shiftThink as if you had to sell your productoutside of the company An integrated banking distribution system A (Cobol/DB2/JBoss) “appEngine”Make it so easy to use that people don’t call you “dilute your job, youre promoted” vs “its cool to be a bottleneck”Promote pair-managing : choose your “opposite” Nobody is perfect and always available
  29. 29. Final bottleneck : TRUSTIf you want continuous improvement,you will have to increase cooperation,i.e. increase the “shared territories”To do so, you will need that the people : If I’m no longer essential, I may loose my job .. release power (if they have some) show their vulnerabilities (they must have some) they gonna realize I code more slowly than them, I will loose my job How many people are ready to?
  30. 30. I will lose my job ..? Lean must go along with job security It is safe to move out, show the way!
  31. 31. A lean startupteam=product goal is usefulness, profit a constraint
  32. 32. Continuous improvementAs easy to use as to contribute toDilute your job, you’re promoted Convivial Computing @ppezziardihttp://informatique-conviviale.eyrolles.com/
  33. 33. www.lean-it-summit.com 33

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