This document outlines the LeanOps transformation journey of an organization. It discusses setting up a LeanOps structure with area product owners, scrum masters, and a chief product owner to manage a global development backlog. Key aspects of the LeanOps approach covered include establishing 4-week cadences, using a Kanban board with swim lanes and WIP limits, implementing daily stand-ups and retrospectives, tracking various metrics, addressing initial challenges through eliminating waste and building quality in, and achieving improvements in areas like system availability, release duration, and customer satisfaction.

1. 1CSP, CSM, PMI-ACP, ITIL, PMP

2. Who We Are & What Is Our Business?
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3. Why Transformation?
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4. Structural Change
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5. Product 2
Product 3
Product 1
Service 1
Service 2
FORWARD
ENGINEERING
SUSTENANCE
ENGINEERING
Production Engineering Team
Earlier Working Model
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6. Vision
Dev’s goal is to
implement the
features/
changes
Ops goal is to
keep the site
stable and fast
C
O
N
F
U
S
I
O
N
Earlier Working Model (contd..)
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7. Product 2
Product 3
Product 1
Service 2
Service 1
SLA
Production Engineering Team
Vision
DEV,
QA,
PEG,
BCM,
DAG,
INFRA
LeanOps Inception
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8. Business
Representatives
Global DevOps
Backlog
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Chief
Product Owner
Area Backlog
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Area Backlog
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Area Backlog
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Area
Product Owner
.
.
.
Fire Chief
Fire Chief
Fire Chief
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-
-
-
Scrum Master
Scrum Master
Scrum Master
-
-
Area
Product Owner
Area
Product Owner
LeanOps Structure
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9. 9
Tracking
Planned work
Unplanned work
Deployment
Incident /
Problem
Releases Projects
Maintenance
Changes
Defects
LeanOps Work Management

10. 4 WEEKS CADENCECADENCE
PLANNING
Discuss the Important Area for the cadence
Set the goals for the Cadence
No SLA Violation for P01/P04
All approved CRs must be deployed within one Business day
CR cycle time should not be more than 3 days
Define/Refine WIP Limits
On-demand Backlog Grooming
CADENCE
CLOSURE
Goal Oriented Approach
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11. Swim Lanes
Expedite
Incidents, Problems &
Defects
Releases, Changes
Projects
Maintenance
WIP Limits
Cross Skilling
Pair deployments
Daily Stand up @ Board
Automation
Continuous Flow
Track Impediments
Kanban Board
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12. Initial Challenges
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F
S
N
P

13. How Did We Address The Challenges?
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14. EliminateWaste
BuildQuality-in
Continuous
Improvement
Important Lean Principles
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15. Eliminate Waste
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16. Value Stream Mapping – An Example
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17. Build Quality- In
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18. Continuous Improvement
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19. Set the
Stage
Gather
data
Generate
insights
Decide
what to do
Close
retro
From VersionOne and Snow
What went well, What went wrong, Try New
Collect and prioritize action items
Cadence Closure & Retrospectives
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20. Incidents created per week Incidents closed per week
CR Cycle Time Incident distribution by SLA
Metrics - Efficiency
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21. 21
Metrics – Effectiveness, Quality & Others1
 Average Effort (for incidents based on category)
 % of On Time Delivery (met the SLA)
 % of First Time Right
 Value Add Time & Non Value Add Time
 % System Availability
 Customer Satisfaction
 Inflow Vs Outflow of Incidents
 Team Happiness Index

22. 22
 Touch Time
 Wait Time
 Worst and Best Completion Time
 Hand offs
 Cumulative Flow Diagram
 Mean Time To Repair
 Mean Time Between Failure
 # Changes per week (Trend)
Metrics – Effectiveness, Quality & Others2

23. Best Practices Implemented
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24. System availability is more than 97%
Release duration is reduced from 2 months to 2 weeks
Reduced downtime from 8 hours to <2 hours
Improved quality
Reduced rework
Increased FTR
Enhanced Customer Satisfaction
Feature Teams
Achievements1
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25. Achievements2
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26. www.vijaybandaru.com
vkbandaru@yahoo.com
+91-9848032144
Thank you
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