ICC involves multiple enterprise disciplines like architecture, organizational structure, organizational processes, funding, costing etc. that need to be designed in an integrated manner to get the desired results. One of the most important shifts of the Enterprise evolution is the strategic positioning of the ICC from just being a knowledge and governance Center of Excellence (CoE) to a complete service delivery organization. Roots of Lean – Toyota Production System DevOps Lean Integration How did we started with ICC in codecentric

1. codecentric d.o.o
Jovan Vidić, IT Consultant @ codecentric
TAKE AGILE ADOPTION TO THE
WITH INTEGRATION COMPETENCE
THE NEXT LEVEL
OMPETENCE CENTER

2. Lessons Learned From Auto Industry
AGENDA
Lean Integration
Why To Establish Integration Competence Center
Competence Center Models
codecentric d.o.o
How To Establish Integration Competence Center
codecentric Novi Sad Competence Center
Why To Establish Integration Competence Center
How To Establish Integration Competence Center

3. "Give yourselves the chance to be heroes"
codecentric d.o.o
"Give yourselves the chance to be heroes"

4. ROOTS OF LEAN
Invented Jidoka and 5 WHY's
father of mass production
codecentric d.o.o
TPS (1940 - 1950), JIT, Kanban

5. ELIMINATE WASTE
“There is nothing so useless
as doing efficiently that which should not be done at
codecentric d.o.o
efficiently that which should not be done at all”
Peter Drucker

6. TOYOTA PRODUCTION SYSTEM
Continuous
Improvement
codecentric d.o.o
Long-term
Philosophy
Respect For
People
The Right
Process,Process,
Will Produce
The Right
Results

7. “It is not necessary to change
Survival is not mandatorySurvival is not mandatory
W E Deming
W. Edwards Deming
change.
mandatory”mandatory”
W E Deming

8. PROJECTS FAIL
15 % of projects fail (never finish)
51 % are challenged
codecentric d.o.o

9. FIVE DYSFUNCTIONS OF A TEAM
Avoidance of
accountability
Lack of commitment
codecentric d.o.o
Fear of conflict
Absence of trust
EAM
Avoidance ofAvoidance of
accountability
Lack of commitment
Fear of conflict
Absence of trust

10. LEAN INTEGRATION
a management system that emphasizes
creating value for customers,
eliminating waste as a sustainable data integration and
system integration practice
codecentric d.o.o
management system that emphasizes
, continuous improvement and
a sustainable data integration and

11. WHY?
• One version of• One version of
• Reduce complexity
• Accelerate
• Boost team productivity
• Eliminate surprises
codecentric d.o.o
• Eliminate surprises
• Save money
One version of truthOne version of truth
Reduce complexity
Accelerate change
Boost team productivity
Eliminate surprisesEliminate surprises
Save money

12. INTEGRATION LAWS
Law 1: The Whole Is Greater Than the Sum of Its Parts
Law 2: There Is No End State
Law 3: There Are No Universal Standard
Law 4: Information Adapts to Meet Local Needs
Law 5: All Details Are Relevant
codecentric d.o.o
The Whole Is Greater Than the Sum of Its Parts
Adapts to Meet Local Needs

13. INTEGRATION COMPETENCE CENTER
codecentric d.o.o
ENTER

14. INTEGRATION COMPETENCE CENTER
Basic Mainstream Advanced
codecentric d.o.o
ENTER MATURITY MODELS
Advanced Leading-edge Bleeding-edge

15. LEADERSHIP
• Think strategically, act tactically
• Gain credibility through delivery
• Grow incrementally, organically
• Choose your battles
codecentric d.o.o

16. HOW?
Do
Plan
codecentric d.o.o
Act
Do
Study
Act

17. PLAN
Sit together
Perform self-assessment of the organization's maturity level
Ask a lot of questions
Define goals
Commit
codecentric d.o.o
Commit
Take the responsibility
Hold each other accountable
assessment of the organization's maturity level

18. DO
Protect the vision (Agile is there to stay!
Define organizational learning practices
Enforce Agile practices on project/s
Infrastructure === Code
codecentric d.o.o
Define and deploy tools for specific technologies
Define and deploy developer/team performance testing lab
Agile is there to stay!)
Define organizational learning practices
Enforce Agile practices on project/s
Infrastructure === Code
Define and deploy tools for specific technologies
Define and deploy developer/team performance testing lab

19. STUDY
Criticize
Fail
Fast
Criticize
ideas,
people
codecentric d.o.o
Criticize
Put solution to
Criticize
ideas,
not
people
Put solution to
work and
retrieve
feedback

20. ACT
Define funding model to
support CC
Define funding model to
support CC
Continuous improvementContinuous improvement
Operational efficiency
*ZERO WASTE*
Operational efficiency
*ZERO WASTE*
Evolve the modelEvolve the model
codecentric d.o.o
Fix what is not
working
Fix what is not
working
Define funding model to
support CC
Define funding model to
support CC
Continuous improvementContinuous improvement
Operational efficiency
*ZERO WASTE*
Operational efficiency
*ZERO WASTE*
Evolve the modelEvolve the model
Fix what is not
working
Fix what is not
working

21. TIPS & TRICKS
codecentric d.o.o

25. "Give yourselves the chance to be heroes"
codecentric d.o.o
"Give yourselves the chance to be heroes"
Rafa Benitez

27. FURTHER READING
− Integration Competency Center: An Implementation Methodology,
John Schmidt
− Software Craftsmanship: The New Imperative, Pete McBreen
− Peopleware: Productive Projects and Teams, Tom DeMarco, Tim
Lister
− The Five Dysfunctions of a Team: A Leadership Fable, Patrick M.
Lencioni
− Running Lean: Iterate from Plan A to a Plan That Works, Ash
Maurya
codecentric d.o.o
Maurya
− Toyota Kata: Managing People for Improvement, Adaptiveness and
Superior Results, Mike Rother
− The Toyota Way: 14 Management Principles from the World's
Greatest Manufacturer, Jeffrey Liker
Integration Competency Center: An Implementation Methodology,
New Imperative, Pete McBreen
and Teams, Tom DeMarco, Tim
Leadership Fable, Patrick M.
That Works, Ash
Toyota Kata: Managing People for Improvement, Adaptiveness and
The Toyota Way: 14 Management Principles from the World's

28. QUESTIONS
Jovan Vidic
codecentric doocodecentric doo
jovan.vidic@codecentric.de
t:_yowan_
www.codecentric.de
blog.codecentric.de
codecentric d.o.o