Boost your ITSM maturity with a service catalogAxios Systems
View the full recorded webinar here:
http://forms.axiossystems.com/spalding_september_reg_en
In this webinar, George Spalding, Executive VP at Pink Elephant, talks about how a service catalog can help you increase your ITSM maturity, and shares some of the secrets of a successful implementation.
Joe Beighley, Business Solutions Consultant at Axios Systems, shows you how a service catalog works from the business perspective, and how IT can quickly deploy a catalog that takes strain off the service desk and releases IT resources for innovation.
Boost your ITSM maturity with a service catalogAxios Systems
View the full recorded webinar here:
http://forms.axiossystems.com/spalding_september_reg_en
In this webinar, George Spalding, Executive VP at Pink Elephant, talks about how a service catalog can help you increase your ITSM maturity, and shares some of the secrets of a successful implementation.
Joe Beighley, Business Solutions Consultant at Axios Systems, shows you how a service catalog works from the business perspective, and how IT can quickly deploy a catalog that takes strain off the service desk and releases IT resources for innovation.
Solution Architecture Centre Of ExcellenceAlan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence.
The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation.
Developing an SACOE requires vision and resources of both the solution architecture function and information technology management.
The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
What if your finance organization had a faster, simpler way to transform operational transactions into meaningful insight? View this slide deck with Workday and KPMG as we explore new technologies and solutions for streamlining the analysis of vast amounts of data in the changing world of finance.
The Business Case for Robotic Process Automation (RPA)Joe Tawfik
This paper by Kinetic Consulting Services (www.kineticcs.com) outlines the business case for Robotic Process Automation (RPA). It examines the commercial and strategic aspects of RPA.
TABLE OF CONTENTS
1. What is IT4IT framework
2. The benefits of implementation of the IT4IT framework
3. IT4IT framework components
4. IT4IT Value Streams
5. IT4IT Reference Architecture
6. About Architecture Center Ltd
7. References
Documentation Framework for IT Service DeliverySimon Denton
I developed this for a project that I am currently involved in. The project aim is to develop a documentation framework for the provision of IT as a Service. I devised the framework using the Microsoft Operations Framework as ‘glue’ between other frameworks like ITIL. I thought I’d share it as it might be useful to others who are in a similar situation. The end result is a relatively compact set of documents for each service offered by IT.
IT4IT: Realize a Digital Strategy with ServiceNowZenoss
ServiceNow's Senior Product Manager, Mark Bodman, presents IT4IT: Realize a Digital Strategy with ServiceNow.
Access the full presentation recordings for GalaxZ17 here: http://ow.ly/WyBu30cakk0
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/it-strategy-209
This is a comprehensive document on Information Technology (IT) / Management Information Systems (MIS) Strategy.
This document includes IT strategy frameworks, critical success factors, detailed project approach and organizational structure, sample deliverables, and more.
ITIL For Those Who Don't Have The Time
Understand and implement ITIL Service Support without shedding blood!
The ITIL Heroes Handbook gives you a quick backgrounder on ITIL basics and dives deep into ITIL Service Support with examples drawn from customers. It packs some action; you get to implement a Service Desk to understand how easy it is.
Oh, I almost forgot the comic approach keeps you awake while you are trying to read all the stuff.
The ITIL v4 Foundation course aims to introduce participants to the management of modern ITenabled services, to provide them with an understanding of the common language and key concepts and to show them how they can improve their work and the work of their organization with ITIL 4 guidance.
Bending the IT Op-Ex Cost Curve Through IT SimplificationCognizant
CIOs can cut back operations expenditures (Op-Ex) and redirect the funds to strategic digital transformation by reducing IT complexity and rooting out inefficiencies while engaged in IT simplification.
Modern IT Service Management Transformation - ITIL IndonesiaEryk Budi Pratama
Presented at Online ITIL Indonesia Webinar #5.
Content:
> Setting up the context
> Understanding holistic IT Management point of view
> IT Service Management Transformation
> Key Performance Indicator (KPI)
> IT Service Catalogue
> IT Sourcing
> Agile Incident Management
Solution Architecture Centre Of ExcellenceAlan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence.
The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation.
Developing an SACOE requires vision and resources of both the solution architecture function and information technology management.
The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
What if your finance organization had a faster, simpler way to transform operational transactions into meaningful insight? View this slide deck with Workday and KPMG as we explore new technologies and solutions for streamlining the analysis of vast amounts of data in the changing world of finance.
The Business Case for Robotic Process Automation (RPA)Joe Tawfik
This paper by Kinetic Consulting Services (www.kineticcs.com) outlines the business case for Robotic Process Automation (RPA). It examines the commercial and strategic aspects of RPA.
TABLE OF CONTENTS
1. What is IT4IT framework
2. The benefits of implementation of the IT4IT framework
3. IT4IT framework components
4. IT4IT Value Streams
5. IT4IT Reference Architecture
6. About Architecture Center Ltd
7. References
Documentation Framework for IT Service DeliverySimon Denton
I developed this for a project that I am currently involved in. The project aim is to develop a documentation framework for the provision of IT as a Service. I devised the framework using the Microsoft Operations Framework as ‘glue’ between other frameworks like ITIL. I thought I’d share it as it might be useful to others who are in a similar situation. The end result is a relatively compact set of documents for each service offered by IT.
IT4IT: Realize a Digital Strategy with ServiceNowZenoss
ServiceNow's Senior Product Manager, Mark Bodman, presents IT4IT: Realize a Digital Strategy with ServiceNow.
Access the full presentation recordings for GalaxZ17 here: http://ow.ly/WyBu30cakk0
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/it-strategy-209
This is a comprehensive document on Information Technology (IT) / Management Information Systems (MIS) Strategy.
This document includes IT strategy frameworks, critical success factors, detailed project approach and organizational structure, sample deliverables, and more.
ITIL For Those Who Don't Have The Time
Understand and implement ITIL Service Support without shedding blood!
The ITIL Heroes Handbook gives you a quick backgrounder on ITIL basics and dives deep into ITIL Service Support with examples drawn from customers. It packs some action; you get to implement a Service Desk to understand how easy it is.
Oh, I almost forgot the comic approach keeps you awake while you are trying to read all the stuff.
The ITIL v4 Foundation course aims to introduce participants to the management of modern ITenabled services, to provide them with an understanding of the common language and key concepts and to show them how they can improve their work and the work of their organization with ITIL 4 guidance.
Bending the IT Op-Ex Cost Curve Through IT SimplificationCognizant
CIOs can cut back operations expenditures (Op-Ex) and redirect the funds to strategic digital transformation by reducing IT complexity and rooting out inefficiencies while engaged in IT simplification.
Modern IT Service Management Transformation - ITIL IndonesiaEryk Budi Pratama
Presented at Online ITIL Indonesia Webinar #5.
Content:
> Setting up the context
> Understanding holistic IT Management point of view
> IT Service Management Transformation
> Key Performance Indicator (KPI)
> IT Service Catalogue
> IT Sourcing
> Agile Incident Management
Proposal of a Framework of Lean Governance and Management of Enterprise ITMehran Misaghi
Technology and Information are vital to the success of companies.
To leverage the successes in IT projects, companies have at their
disposal, references globally accepted as good practices (COBIT,
ITIL, PMBOK, ISO, TOGAF, etc.). In spite of this, it is still great
the magnitude of spending on IT projects poorly designed or
improperly implemented. This paper presents a brief description
of standards and good practices related to governance and
management of enterprise IT, defines the Lean Thinking, Lean IT, the Processes Management, the Portfolio, Program and Project
Management, and the Work System Theory, and highlights the
purpose of them, showing their characteristics and suggests a
Framework of Lean Governance and Management of Enterprise
IT, by demonstrating how the standards and good practices
presented can work together, because it advocates that the Lean
Thinking, the Process, Portfolio, Program, and Project
Management, and the Work System Theory complement the
standards and good practices of Governance and Management of
Enterprise IT with an approach not referenced in these standards
and good practic
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.
The overwhelming challenges of IT infrastructure managementNIIT Technologies
CIOs are now looking at IT infrastructure management as a mean to drive business transformation. To transform the way businesses work, CIOs need responsive systems and processes to bridge the gap between operations and business. With this understanding, IT leaders need to align IT with business and manage IT infrastructure as a service model. This paper surveys the challenges service providers face in managing IT infrastructures. It also lists down solutions for the effective management of IT infrastructures.
Reducing IT Complexity to Accelerate Digital BusinessCognizant
Complexity is a fact of life for today's IT infrastructures, which must now step up to the heavy demands of digital business. Using a structured, three-phase approach, CIOs can strengthen and streamline their organization's capabilities and deliver on the promise of doing business in the digital age.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
2. What is Lean IT?
• Lean IT is the extension of lean manufacturing and lean services principles
to the development and management of information technology (IT)
products and services. Its central concern, applied in the context of IT, is
the elimination of waste, where waste is work that adds no value to a
product or service.
• Entails particular principles and methods
– value streams
– value-stream mapping
•
•
•
•
•
•
Lean IT is, on a higher level, a philosophy rather than a prescribed metric
or process methodology.
Is pragmatic and not agnostic.
Seeks incremental waste reduction and value enhancement
It does not require a grand overhaul of an existing process
is complementary rather than alternative to other methodologies
Lean IT is a compilation of various bodies of Knowledge.
3. Bodies of Knowledge
ITIL - Information Technology Infrastructure Library
AGILE - requirements and solutions evolve through
collaboration between self-organizing, cross-functional
teams. It promotes adaptive planning, evolutionary
development and delivery, a time-boxed iterative approach,
and encourages rapid and flexible response to change. It is
a conceptual framework that promotes foreseen tight
interactions throughout the development cycle.
o Scrum - is one of the more well known agile methods for project
management, and has as one of its origins concepts from Lean
Thinking. Scrum also organizes work in a cross-functional,
multidisciplinary work cell. It uses some form of kanban system to
visualize and limit work in progress, and follows the PDCA cycle,
and continuous improvements, that is the base of Lean.
4. Cont. Bodies of Knowledge
Six Sigma - focuses on removing the causes of defects
(errors) and the variation (inconsistency) in manufacturing
and business processes using quality management and,
especially, statistical methods. Six Sigma also differs from
Lean methods by introducing a special infrastructure of
personnel (e.g. so-called ―Green Belts‖ and ― Black Belts‖)
in the organization. Six Sigma is more oriented around two
particular methods (DMAIC and DMADV), whereas Lean
IT employs a portfolio of tools and methods. These
differences notwithstanding, Lean IT may be readily
combined with Six Sigma such that the latter brings
statistical rigor to measurement of the former’s outcomes.
5. Cont. Bodies of Knowledge
CMMI - Capability Maturity Model Integration - is a
process improvement approach applicable to a single
project, a division, or an entire organization. It helps
integrate traditionally separate organizational functions,
set process improvement goals and priorities, provide
guidance for quality processes, and provide a
benchmark or point of reference for assessing current
processes.
o However, unlike Lean IT, CMMI (and other process
models) doesn’t directly address sources of waste such as a
lack of alignment between business units and the IT
function or unnecessary architectural complexity within a
software application.
6. Cont. Bodies of Knowledge
• ITIL – a series of books published by the
United Kingdom’s Office of Government
Commerce — contains concepts, policies, and
recommended practices on a broad range of IT
management topics. These are again entirely
compatible with the objectives and methods of
Lean IT. Indeed, as another best-practice
framework, ITIL may be considered alongside
the CMMI for process improvement and
COBIT for IT governance.
7. Cont. Bodies of Knowledge
COBIT - is a framework or set of best practices
for IT management created by the Information
Systems Audit and Control Association (ISACA),
and the IT Governance Institute (ITGI). It
provides managers, auditors, and IT users a set of
metrics, processes, and best practices to assist in
maximizing the benefits derived through the use
of IT, achieving compliance with regulations such
as Sarbanes-Oxley, and aligning IT investments
with business objectives. COBIT also aims to
unify global IT standards, including ITIL, CMMI,
and ISO 17799.
8. Cont. Bodies of Knowledge
USMBOK — is a single book published by Service Management
101 and endorsed by numerous professional trade associations as the
definitive reference for service management. The USMBOK
contains a detailed specification of a service system and
organization and leverages the rich history of service management
as defined within product management and marketing professions.
The service organization specification describes seven key
knowledge domains, equivalent to roles, and forty knowledge areas,
representing areas of practice and skills. Amongst these, within the
Service Value Management knowledge domain, are a number of
Lean relevant skills, including Lean Thinking and Value Mapping.
The USMBOK also provides detailed information on how problem
management and lean thinking are combined with outside-in
(customer centric) thinking, in the design of a continuous
improvement program.
9. THE PROMISE
• Lean IT promises to identify and eradicate
waste
– poor customer service
– lost business
– higher than necessary business costs
– lost employee productivity.
10. Targets of Waste in Lean IT
Waste Element
Defects
Examples
·
·
Overproduction
·
(Overprovisioning)
Business Outcome
Unauthorized system and application changes.
Substandard project execution.
Poor customer service,
increased costs.
Unnecessary delivery of low-value applications and
services.
Business and IT misalignment,
Increased costs and overheads:
energy, data center space,
maintenance.
Waiting
·
·
Slow application response times.
Manual service escalation procedures.
Lost revenue, poor customer
service, reduced productivity.
Non-Value Added
Processing
·
Reporting technology metrics to business managers.
Miscommunication.
Transportation
·
·
On-site visits to resolve hardware and software issues. Higher capital and operational
Physical software, security and compliance audits.
expenses.
Inventory (Excess) ·
·
·
Server sprawl, underutilized hardware.
Multiple repositories to handle risks and control.
Benched application development teams.
Increased costs: data center,
energy; lost productivity.
Lost productivity.
Motion (Excess)
·
Fire-fighting repeat problems within the IT
infrastructure and applications.
Employee
Knowledge
(Unused)
·
·
·
Failing to capture ideas/innovation.
Talent leakage, low job
Knowledge and experience retention issues.
satisfaction, increased support
Employees spend time on repetitive or mundane tasks. and maintenance costs.
* Waterhouse, Peter. “Improving IT Economics: Thinking Lean& rdquo;. CA White Paper. November 2008
11. Lean IT Principles
• Value Streams
– In IT, value streams are the services provided by
the IT function to the parent organization for use
by customers, suppliers, employees, investors,
regulators, the media, and any other stakeholders.
– The distinction between primary and secondary
value streams is meaningful. Given Lean IT’s
objective of reducing waste, where
12. Cont. Lean IT Principles
• Value-Stream Mapping
– Is a diagramming and analyzing services (value
streams) into their component process steps and
eliminating any steps (or even entire value
streams) that don’t deliver value.
13. Cont. Lean IT Principles
• Flow - relates to one of the fundamental concepts of
Lean as formulated within the Toyota Production
System — namely, mura.
– A Japanese word that translates as ―unevenness,‖ mura is
eliminated through just-in-time systems that are tightly
integrated.
• A focus on mura reduction and flow may bring benefits
that would be otherwise missed by focus on muda (the
Japanese word for waste) alone.
• The former necessitates a system-wide approach
whereas the latter may produce suboptimal results and
unintended consequences.
14. Cont. Lean IT Principles
• Pull /Demand systems are themselves closely related to the
aforementioned flow concept. They contrast with push or
supply systems.
– A pull is a service request.
• Push systems differ markedly. Unlike the ―bottom-up,‖
demand-driven, pull systems, they are ―top-down,‖ supplydriven systems whereby the supplier plans or estimates
demand. Push systems typically accumulate large inventory
stockpiles in anticipation of customer need.
• In IT, push systems often introduce waste through an overabundance of ―just-in-case‖ inventory, incorrect product or
service configuration, version control problems, and
incipient quality issues.
15. Implementation of Lean IT
• Implementation begins with identification and
description of one or more IT value streams.
17. Trends towards Lean IT
•
Recessionary Pressure to Reduce Costs
–
•
Lean IT can expect to garner support during economic downturns as business leaders seek initiatives that deliver more enduring
value than is achievable through reactive and generalized cost-cutting.
Proliferation of Online Transactions
–
IT has traditionally been a mere support function of business, in common with other support functions such as Finance and
accounting.
•
•
•
•
•
•
•
–
The prevalence of web-based transactions is driving a convergence of IT and business
•
•
•
•
IT services are increasingly central to the mission of providing value to customers
Lean IT initiatives are accordingly becoming less of a peripheral interest
intrinsic interest to the core business.
Green IT
–
–
•
mission-critical business functions to the Web.
leverage investments in service-oriented architectures
decrease costs
improve efficiency
increase access to customers
partners
Employees.
initiatives are congruent with a broad movement towards conservation and waste reduction
Waste reduction directly correlates with reduced energy consumption and carbon generation.
Indeed, IBM asserts that IT and energy costs can account for up to 60% of an organization's capital expenditures
and 75% of operational expenditures.[26] In this way, identification and streamlining of IT value streams supports
the measurement and improvement of carbon footprints and other green metrics.[27] For instance, implementation
of Lean IT initiatives is likely to save energy through adoption of virtualization technology and data center
consolidation.[28][29]
18. Challenges for Lean IT
•
Value-Stream Visualization
– Unlike lean manufacturing, from which the principles and methods of Lean IT derive, Lean IT
depends upon value streams that are digital and intangible rather than physical and tangible.
•
Reference Implementations
– As an emerging area in IT management, Lean IT has relatively few reference implementations.
•
Resistance to Change
– The conclusions or recommendations of Lean IT initiatives are likely to demand organizational,
operational, and/or behavioral changes that may meet with resistance from workers, managers,
and even senior executives.
•
Fragmented IT Departments
– Even though business services and the ensuing flow of information may span multiple
departments, IT organizations are commonly structured in a series of operational or technologycentric silos, each with its own management tools and methods to address perhaps just one
particular aspect of waste.
•
Integration of Lean Production and Lean Consumption
– Related to the aforementioned issue of fragmented IT departments is the lack of integration
across the entire supply chain, including not only all business partners but also consumers.
19. Deployment and Support
• Deployment of Lean IT has been
predominantly limited to application
development and maintenance (ADM). This
focus reflects the cost of ADM.
20. Lean IT Healthcare Principles
– Continuous Improvement
– Value-Creating from technology
– Unity of Purpose
– Respect for the People Who Do the Work
– Visual
– Flexible Regimentation
21. References
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Editor's Notes
These services may be further differentiated into:Business services (primary value streams)Examples: point-of-sale transaction processing, ecommerce, and supply chain optimizationIT services (secondary value streams) - feed and nourish the primary business serviceExamples: application performance management, data backup, and service catalogWaste - is work that adds no value to a product or service. Non contributing value IT service - is a source of waste.
For example, a server provisioning process may carry little or no inventory with labor and materials flowing smoothly into and through the value stream.For example, a software development team may produce code in a language familiar to its members and which is optimal for the team (zero muda). But if that language lacks an API standard by which business partners may access the code, a focus on mura will expose this otherwise hidden source of waste.
For example, a customer initiates an online purchase. That initial request in turn triggers a subsequent request for example, a query to a database to confirm product availability), which in turn triggers additional requests input of the customer’s credit card information, credit verification, processing of the order by the accounts department, issuance of a shipping request, replenishment through the supply-chain management system, and so on.
For example, aided by use of interviews and questionnaires, the value stream for a primary value stream such as a PMO business service
Indeed, IBM asserts that IT and energy costs can account for up to 60% of an organization's capital expenditures and 75% of operational expendituresIn this way, identification and streamlining of IT value streams supports the measurement and improvement of carbon footprints and other green metrics.For instance, implementation of Lean IT initiatives is likely to save energy through adoption of virtualization technology and data center consolidation.[28][29]
This renders difficult the visualization of IT value streams and hence the application of Lean IT. Whereas practitioners of lean manufacturing can apply visual management systems such as the kanban cards used in the Toyota Production System, practitioners of Lean IT must use Enterprise IT Management tools to help visualize and analyze the more abstract context of IT value streams.[30] Moreover, whereas much of the supporting theory and methodology is grounded in the more established field of lean manufacturing, adaptation of such theory and methodology to the digital service-oriented process of IT is likewise only just beginning. This lack makes implementation challenging, as evidenced by the problems experienced with the March 2008 opening of London Heathrow Airport’s Terminal 5. British airports authority BAA and airline British Airways (BA), which has exclusive use of the new terminal, used process methodologies adapted from the motor industry to speed development and achieve cost savings in developing and integrating systems at the new terminal.[31] However, the opening was marred by baggage handling backlogs, staff parking problems, and cancelled flights.[32] Whether driven by a fear of job losses, a belief that existing work practices are superior, or some other concern, such changes may encounter resistance. For example, a Lean IT recommendation to introduce flexible staffing whereby application development and maintenance managers share personnel is often met with resistance by individual managers who may have relied on certain people for many years. Also, existing incentives and metrics may not align with the proposed staff sharing.[2][33]Unfortunately, fragmented efforts at Lean IT contribute little benefit because they lack the integration necessary to manage cumulative waste across the value chain.[4]To this end, Lean IT consultants have recently proposed so-called lean consumption of products and services as a complement to lean production.[34] In this regard, the processes of provision and consumption are tightly integrated and streamlined to minimize total cost and waste and to create new sources of value.