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Kanban in IT Operations
Focus on delivering value and success will follow.

Dragos Dumitriu
Lean Kanban Inc.
In IT From The Bottom

I am not the smartest or most talented person in the world, but I succeeded because I
keep going, and going, and going. - Sylvester Stallone
Keep Going at IT

I am not the smartest or most talented person in the world, but I succeeded because I
keep going, and going, and going. - Sylvester Stallone
Keep Going at IT

I am not the smartest or most talented person in the world, but I succeeded because I
keep going, and going, and going. - Sylvester Stallone
Made IT

I am not the smartest or most talented person in the world, but I succeeded because I
keep going, and going, and going. - Sylvester Stallone
Is That IT?
Deloitte’s Center for the Edge studies: the life expectancy of a firm in the Fortune 500
has declined from around 75 years half a century ago to less than 15 years and is
heading towards 5 years.

The pointlessness that people see in their jobs is an accurate reflection of the
deteriorating condition of the firms they work for.
When those doing the work are dispirited, it is inevitable that customers too will be
frustrated and that the firm will not prosper.

These problems cannot be solved by job redesign or clearer career paths. Instead, the
organizations must seek change with a focus on delighting the customer through
continuous innovation and that can only be delivered by engaged and motivated
employees.
Let’s do something about IT!
“Everything that can be counted does not necessarily count; everything that
counts cannot necessarily be counted.“ – Einstein
Cynefin
Complicated

Complex

Chaotic

Simple
Where We Started
Triage

Ready
(5N, 4W)

Active
(3)

Validate
Resolved Monitor
(3)

Close

Major Incident

Normal Incidents

Explicit Criteria

Priority

Problem
M Crit
BU Crit
Not Crit

Weekend

… MI Review
Trend Analysis
Where We Started
Triage

Ready
(5N, 4W)

Active
(3)

Validate
Resolved Monitor
(3)

Close

Major Incident

Normal Incidents

Explicit Criteria

Priority

Problem
M Crit
BU Crit
Not Crit

Weekend

… MI Review
Trend Analysis
How We Treated Problems
Triage

Ready
(5N, 4W)

Active
(3)

Validate
Resolved Monitor
(3)

Close

Major Incident

Normal Incidents

Explicit Criteria

Priority

Problem
M Crit
BU Crit
Not Crit

Weekend

… MI Review
Trend Analysis
How We Treated Problems
Triage

Ready
(5N, 4W)

Active
(3)

Validate
Resolved Monitor
(3)

Close

Major Incident

Normal Incidents

Explicit Criteria

Priority

Problem
M Crit
BU Crit
Not Crit

Weekend

… MI Review
Trend Analysis
How We Treated Problems
Triage

Ready
(5N, 4W)

Active
(3)

Validate
Resolved Monitor
(3)

Close

Major Incident

Normal Incidents

Explicit Criteria

Priority

Problem
M Crit
BU Crit
Not Crit

Weekend

… MI Review
Trend Analysis
How Problems Treated Us
Triage

Ready
(5N, 4W)

Active
(3)

Validate
Resolved Monitor
(3)

Close

Major Incident

Normal Incidents

Explicit Criteria

Priority

Problem
M Crit
BU Crit
Not Crit

Weekend

… MI Review
Trend Analysis
M

Evolutionary Change
Triage

Ready
(BC)

Active
(BC)

Validate
Resolved Monitor
(BC)

Close

Major Incident
Normal Incidents
Tier 1 – 40% (75%)
Tier 2 – 45% (20%)
Tier 3 – 15% ( 5%)
D:C 400%

(110%)

Msg & Comms
Tier 2 – 50% A, TT1
Tier 3 – 60% A, TT2
Infrastructure
Tier 2 – 10%
Tier 3 – 20%

Priority
Explicit Criteria

Problem
M Crit
BU Crit
Not Crit
Weekend

Asset Prot
Business Apps
Tier 2 – 10%
Tier 3 – 10%
Asset Protection
Tier 2 – 30% A, TT1
Tier 3 – 10%
… MI Review
Trend Analysis
M

Evolutionary Metrics
Location
Country
City
Support volume
Average support incidents received per month
% incidents/requests submitted via phone
% incidents/requests submitted via email

Basic Metrics
Philippines
Manila
4942
15%
80%

% incidents/requests submitted via webchat (Lync)

5%

Service provided
Hours of support (eg 8 x 5, 24 x 7)
Language(s) supported
% of incidents/requests resolved by help desk

24x7
English
73%

% of incidents/requests assigned to local office support

12%

% of incidents/requests assigned to other support teams

15%

$
7.71
$
Average GHD cost/per employee/per month
6.04
Average tickets/per person/per month
380
Customer Satisfaction
92% of 100%
SLA
Average cost per incident:

Help desk Team Structure
# Total FTEs (US)
US contractors
Manila
# primarily focused on direct end user support

0.5
1
13
13

# primarily focused on management/supervision (US)

Tools
What tool is used for incident management
including assigning incidents to other support
groups?
What tool is used as a knowledge base?
What tool is used for self-service portal (if
available)?

0.5

# primarily focused on other supporting roles (Manila)

Please provide details of SLAs that apply to
help desk

1

Costs per Month (in thousands)
Total cost of team
Payroll costs

Other people related costs
Facility/technology costs
Other costs

$
38,083.00
$
33,749.00
$
$
3,751.00
$
583.00

Any other important tools used?

P1 - 4 Hours
P2 - 8 Hours
P3 - 24 Hours
P4 - 36 Hours
P5 - 72 Hours

SCSM
Sharepoint
SCSM will be used for Self-Help
Portal in Q4
Lync, Exchange Management
Console, Active Directory,
Alerts Tool, HR Reports
(Headcount, Terminations,
etc), SCOM, SharePoint,
Microsoft Office, Vovici
(customer satisfaction tool),
Asset Management Tool,
Inventory Tool (laptop
compliance).

Comments
Any other comments on requirements,
current services, customer satisfaction etc.?

Customer Satisfaction goal
must exceed 80% (actual is
92%).
M

Boring and Important: Budget
Fully
# of
Loaded
Vacation
hours per
Hourly
Hours
year
Rate
$ 75.39
1040
N/A
$ 26.00
2080
$ 22.71
520
0
$ 14.76
2080
120
$ 10.94
2080
120
$ 10.94
2080
120
$ 10.94
2080
120
$ 10.94
2080
120
$ 8.34
2080
120

Sick
Hours
N/A
0
40
40
40
40
40
40

# of
Training
Hours Per
Hours
Year
N/A
N/A
0
60
60
60
60
60
60

1040
2080
520
1860
1860
1860
1860
1860
1860

Number in
Australia - 1300
China - Toll Free (800) Low Volume
Malaysia - Toll Free
Singapore - Toll Free - Low
Belguim - National
Denmark - National
Finland - Helsinki
France - National
Germany - Munich
Netherlands - National
Norway - National
Spain - National
Swedent - National (10)
Switzerland - Zurich
United Kingdom - National 0870
Total Monthly
FY11 Cost
FY12 Cost
Annual Savings
FY12 Extra Minutes Overage
Total

Sub Total
$
$
$
$
$
$
$
$
$

78,405.60
54,080.00
11,809.20
27,453.60
20,348.40
20,348.40
20,348.40
20,348.40
15,512.40

Ringing to Plan
USA
USA
USA
USA
USA
USA
USA
USA
USA
USA
USA
USA
USA
USA
USA

250
125
250
250
250
250
250
250
250
250
250
250
250
250
250

Monthly Price
$
59.00
$
59.00
$
39.00
$
59.00
$
19.00
$
19.00
$
19.00
$
19.00
$
19.00
$
19.00
$
19.00
$
19.00
$
19.00
$
19.00
$
19.00
$
425.00
$
1,700.00
$
5,100.00
$
$

Prepaid Annual
$
44.00
$
44.00
$
34.00
$
44.00
$
14.00
$
14.00
$
14.00
$
14.00
$
14.00
$
14.00
$
14.00
$
14.00
$
14.00
$
14.00
$
14.00
$
320.00
$
1,280.00
$
3,840.00
$
1,260.00

Additional Minutes
$
0.27
$
0.47
$
0.15
$
0.20
$
0.60
$
0.60
$
0.60
$
0.60
$
0.60
$
0.60
$
0.60
$
0.60
$
0.60
$
0.60
$
0.60

2,400.00
7,500.00

N/A
N/A
N/A
Th-Sa 10p-10a
Th-Sa 10a-10p
M-Th 7p-5a
Su-W 9p-9a
Tu-Fr 11a-9p
W-Sa 10p-9a

Sunday
1
1
1

Monday
3
3
2

Tuesday
4
4
3

Wednesday
4
4
3

Thursday
4
3
3

Friday
2
2
2

Saturday # of Shifts/Week
1
19
1
18
1
15
Total

Cost per week Cost per Year
$399.00
$20,748.00
$60.30
$3,135.60
$50.25
$2,613.00
$509.55
$26,496.60

FY11 with 2 Gs
SEAAC
EALA
AMER

Sunday
1
1
1

Monday
4
4
2

Tuesday
5
5
3

Wednesday
5
5
3

Thursday
5
4
3

Friday
3
3
2

Saturday # of Shifts/Week
1
24
1
23
1
15
Total

Cost per week Cost per Year
$504.00
$26,208.00
$77.05
$4,006.60
$50.25
$2,613.00
$631.30
$32,827.60

FY12 with 2 Fs
SEAAC
EALA
AMER

Shift

FY 11
# of 1st Shifts
# of 2nd Shifts
# of 3rd Shifts

Sunday
1
1
1

Monday
5
4
3

Tuesday
6
5
4

Wednesday
6
5
4

Thursday
6
4
4

Friday
4
3
3

Saturday # of Shifts/Week
1
29
1
23
1
20
Total

Cost per week Cost per Year
$609.00
$31,668.00
$77.05
$4,006.60
$67.00
$3,484.00
$753.05
$39,158.60

Night
Transportat
Night
Meal
Differential
ion
Differential $ Allowance
Hours
Allowance
N/A
N/A
N/A
1236
0
1236
1236
0
1664

N/A
N/A
N/A
$1,824.34
$0.00
$1,352.18
$1,352.18
$0.00
$1,387.78

N/A
N/A
N/A
$544.19
$544.19
$725.58
$544.19
$725.58
$544.19

N/A
N/A
N/A
$634.88
$0.00
$725.58
$634.88
$0.00
$634.88

Sub Total
$
$
$
$3,003.41
$544.19
$2,803.35
$2,531.25
$725.58
$2,566.85

Monthly
Total

Yearly Total
$
$
$
$
$
$
$
$
$

78,405.60
54,080.00
11,809.20
30,457.01
20,892.59
23,151.75
22,879.65
21,073.98
18,079.25

$
$
$
$
$
$
$
$
$

6,533.80
4,506.67
984.10
2,538.08
1,741.05
1,929.31
1,906.64
1,756.17
1,506.60
Similar Results and Approach

M

180
160
140
120

Other
TTR

Sev 1
TTR

100
80

Cost
(x 100)

60
40
20
Productivity

0
FY04 Q4

FY05 Q1

FY05 Q2

FY05 Q3

FY05 Q4

FY06 Q1

FY06 Q2
The short story


Make work, workflow, and queue/wait times visible (Kanban)




Cross train people and focus on moving knowledge (first)
and work (second) from T3 to lower tiers




Put the pain where it belongs; resulted in jaw dropping reduction of
failure demand within weeks.

MI Reviews and Trend Analysis are tied to Service Team
rewards





80-300% boost to tiers capacity over 2 years, lower cost, higher
productivity

Establish Service Lines run by a Service Manager (ITIL v3)




Enterprise NOT Stakeholder prioritization based on
capacity, eliminate failure demand, shorten cycle time.

Automation, identification of training needs for IT and for customers
Established reputation for building the right thing, right

IT Org wins CIO’ Magazine Awards two years in a row.
Conclusion


It’s not luck.



Making a person work and profiting from that work is
different.



It is not important to optimize locally, it is essential to
optimize flow through the organization from demand to
service consumption.



Reduce WIP to achieve




shorter cycle times,
increased output
reduced costs
Q&A
Appendix
End

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KANBAN FOR IT OPS (DRAGOS DUMITRIU) - LKCE13

  • 1. Kanban in IT Operations Focus on delivering value and success will follow. Dragos Dumitriu Lean Kanban Inc.
  • 2.
  • 3. In IT From The Bottom I am not the smartest or most talented person in the world, but I succeeded because I keep going, and going, and going. - Sylvester Stallone
  • 4. Keep Going at IT I am not the smartest or most talented person in the world, but I succeeded because I keep going, and going, and going. - Sylvester Stallone
  • 5. Keep Going at IT I am not the smartest or most talented person in the world, but I succeeded because I keep going, and going, and going. - Sylvester Stallone
  • 6. Made IT I am not the smartest or most talented person in the world, but I succeeded because I keep going, and going, and going. - Sylvester Stallone
  • 7. Is That IT? Deloitte’s Center for the Edge studies: the life expectancy of a firm in the Fortune 500 has declined from around 75 years half a century ago to less than 15 years and is heading towards 5 years. The pointlessness that people see in their jobs is an accurate reflection of the deteriorating condition of the firms they work for. When those doing the work are dispirited, it is inevitable that customers too will be frustrated and that the firm will not prosper. These problems cannot be solved by job redesign or clearer career paths. Instead, the organizations must seek change with a focus on delighting the customer through continuous innovation and that can only be delivered by engaged and motivated employees. Let’s do something about IT!
  • 8. “Everything that can be counted does not necessarily count; everything that counts cannot necessarily be counted.“ – Einstein
  • 10. Where We Started Triage Ready (5N, 4W) Active (3) Validate Resolved Monitor (3) Close Major Incident Normal Incidents Explicit Criteria Priority Problem M Crit BU Crit Not Crit Weekend … MI Review Trend Analysis
  • 11. Where We Started Triage Ready (5N, 4W) Active (3) Validate Resolved Monitor (3) Close Major Incident Normal Incidents Explicit Criteria Priority Problem M Crit BU Crit Not Crit Weekend … MI Review Trend Analysis
  • 12. How We Treated Problems Triage Ready (5N, 4W) Active (3) Validate Resolved Monitor (3) Close Major Incident Normal Incidents Explicit Criteria Priority Problem M Crit BU Crit Not Crit Weekend … MI Review Trend Analysis
  • 13. How We Treated Problems Triage Ready (5N, 4W) Active (3) Validate Resolved Monitor (3) Close Major Incident Normal Incidents Explicit Criteria Priority Problem M Crit BU Crit Not Crit Weekend … MI Review Trend Analysis
  • 14. How We Treated Problems Triage Ready (5N, 4W) Active (3) Validate Resolved Monitor (3) Close Major Incident Normal Incidents Explicit Criteria Priority Problem M Crit BU Crit Not Crit Weekend … MI Review Trend Analysis
  • 15. How Problems Treated Us Triage Ready (5N, 4W) Active (3) Validate Resolved Monitor (3) Close Major Incident Normal Incidents Explicit Criteria Priority Problem M Crit BU Crit Not Crit Weekend … MI Review Trend Analysis
  • 16. M Evolutionary Change Triage Ready (BC) Active (BC) Validate Resolved Monitor (BC) Close Major Incident Normal Incidents Tier 1 – 40% (75%) Tier 2 – 45% (20%) Tier 3 – 15% ( 5%) D:C 400% (110%) Msg & Comms Tier 2 – 50% A, TT1 Tier 3 – 60% A, TT2 Infrastructure Tier 2 – 10% Tier 3 – 20% Priority Explicit Criteria Problem M Crit BU Crit Not Crit Weekend Asset Prot Business Apps Tier 2 – 10% Tier 3 – 10% Asset Protection Tier 2 – 30% A, TT1 Tier 3 – 10% … MI Review Trend Analysis
  • 17. M Evolutionary Metrics Location Country City Support volume Average support incidents received per month % incidents/requests submitted via phone % incidents/requests submitted via email Basic Metrics Philippines Manila 4942 15% 80% % incidents/requests submitted via webchat (Lync) 5% Service provided Hours of support (eg 8 x 5, 24 x 7) Language(s) supported % of incidents/requests resolved by help desk 24x7 English 73% % of incidents/requests assigned to local office support 12% % of incidents/requests assigned to other support teams 15% $ 7.71 $ Average GHD cost/per employee/per month 6.04 Average tickets/per person/per month 380 Customer Satisfaction 92% of 100% SLA Average cost per incident: Help desk Team Structure # Total FTEs (US) US contractors Manila # primarily focused on direct end user support 0.5 1 13 13 # primarily focused on management/supervision (US) Tools What tool is used for incident management including assigning incidents to other support groups? What tool is used as a knowledge base? What tool is used for self-service portal (if available)? 0.5 # primarily focused on other supporting roles (Manila) Please provide details of SLAs that apply to help desk 1 Costs per Month (in thousands) Total cost of team Payroll costs Other people related costs Facility/technology costs Other costs $ 38,083.00 $ 33,749.00 $ $ 3,751.00 $ 583.00 Any other important tools used? P1 - 4 Hours P2 - 8 Hours P3 - 24 Hours P4 - 36 Hours P5 - 72 Hours SCSM Sharepoint SCSM will be used for Self-Help Portal in Q4 Lync, Exchange Management Console, Active Directory, Alerts Tool, HR Reports (Headcount, Terminations, etc), SCOM, SharePoint, Microsoft Office, Vovici (customer satisfaction tool), Asset Management Tool, Inventory Tool (laptop compliance). Comments Any other comments on requirements, current services, customer satisfaction etc.? Customer Satisfaction goal must exceed 80% (actual is 92%).
  • 18. M Boring and Important: Budget Fully # of Loaded Vacation hours per Hourly Hours year Rate $ 75.39 1040 N/A $ 26.00 2080 $ 22.71 520 0 $ 14.76 2080 120 $ 10.94 2080 120 $ 10.94 2080 120 $ 10.94 2080 120 $ 10.94 2080 120 $ 8.34 2080 120 Sick Hours N/A 0 40 40 40 40 40 40 # of Training Hours Per Hours Year N/A N/A 0 60 60 60 60 60 60 1040 2080 520 1860 1860 1860 1860 1860 1860 Number in Australia - 1300 China - Toll Free (800) Low Volume Malaysia - Toll Free Singapore - Toll Free - Low Belguim - National Denmark - National Finland - Helsinki France - National Germany - Munich Netherlands - National Norway - National Spain - National Swedent - National (10) Switzerland - Zurich United Kingdom - National 0870 Total Monthly FY11 Cost FY12 Cost Annual Savings FY12 Extra Minutes Overage Total Sub Total $ $ $ $ $ $ $ $ $ 78,405.60 54,080.00 11,809.20 27,453.60 20,348.40 20,348.40 20,348.40 20,348.40 15,512.40 Ringing to Plan USA USA USA USA USA USA USA USA USA USA USA USA USA USA USA 250 125 250 250 250 250 250 250 250 250 250 250 250 250 250 Monthly Price $ 59.00 $ 59.00 $ 39.00 $ 59.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 19.00 $ 425.00 $ 1,700.00 $ 5,100.00 $ $ Prepaid Annual $ 44.00 $ 44.00 $ 34.00 $ 44.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 14.00 $ 320.00 $ 1,280.00 $ 3,840.00 $ 1,260.00 Additional Minutes $ 0.27 $ 0.47 $ 0.15 $ 0.20 $ 0.60 $ 0.60 $ 0.60 $ 0.60 $ 0.60 $ 0.60 $ 0.60 $ 0.60 $ 0.60 $ 0.60 $ 0.60 2,400.00 7,500.00 N/A N/A N/A Th-Sa 10p-10a Th-Sa 10a-10p M-Th 7p-5a Su-W 9p-9a Tu-Fr 11a-9p W-Sa 10p-9a Sunday 1 1 1 Monday 3 3 2 Tuesday 4 4 3 Wednesday 4 4 3 Thursday 4 3 3 Friday 2 2 2 Saturday # of Shifts/Week 1 19 1 18 1 15 Total Cost per week Cost per Year $399.00 $20,748.00 $60.30 $3,135.60 $50.25 $2,613.00 $509.55 $26,496.60 FY11 with 2 Gs SEAAC EALA AMER Sunday 1 1 1 Monday 4 4 2 Tuesday 5 5 3 Wednesday 5 5 3 Thursday 5 4 3 Friday 3 3 2 Saturday # of Shifts/Week 1 24 1 23 1 15 Total Cost per week Cost per Year $504.00 $26,208.00 $77.05 $4,006.60 $50.25 $2,613.00 $631.30 $32,827.60 FY12 with 2 Fs SEAAC EALA AMER Shift FY 11 # of 1st Shifts # of 2nd Shifts # of 3rd Shifts Sunday 1 1 1 Monday 5 4 3 Tuesday 6 5 4 Wednesday 6 5 4 Thursday 6 4 4 Friday 4 3 3 Saturday # of Shifts/Week 1 29 1 23 1 20 Total Cost per week Cost per Year $609.00 $31,668.00 $77.05 $4,006.60 $67.00 $3,484.00 $753.05 $39,158.60 Night Transportat Night Meal Differential ion Differential $ Allowance Hours Allowance N/A N/A N/A 1236 0 1236 1236 0 1664 N/A N/A N/A $1,824.34 $0.00 $1,352.18 $1,352.18 $0.00 $1,387.78 N/A N/A N/A $544.19 $544.19 $725.58 $544.19 $725.58 $544.19 N/A N/A N/A $634.88 $0.00 $725.58 $634.88 $0.00 $634.88 Sub Total $ $ $ $3,003.41 $544.19 $2,803.35 $2,531.25 $725.58 $2,566.85 Monthly Total Yearly Total $ $ $ $ $ $ $ $ $ 78,405.60 54,080.00 11,809.20 30,457.01 20,892.59 23,151.75 22,879.65 21,073.98 18,079.25 $ $ $ $ $ $ $ $ $ 6,533.80 4,506.67 984.10 2,538.08 1,741.05 1,929.31 1,906.64 1,756.17 1,506.60
  • 19. Similar Results and Approach M 180 160 140 120 Other TTR Sev 1 TTR 100 80 Cost (x 100) 60 40 20 Productivity 0 FY04 Q4 FY05 Q1 FY05 Q2 FY05 Q3 FY05 Q4 FY06 Q1 FY06 Q2
  • 20. The short story  Make work, workflow, and queue/wait times visible (Kanban)   Cross train people and focus on moving knowledge (first) and work (second) from T3 to lower tiers   Put the pain where it belongs; resulted in jaw dropping reduction of failure demand within weeks. MI Reviews and Trend Analysis are tied to Service Team rewards    80-300% boost to tiers capacity over 2 years, lower cost, higher productivity Establish Service Lines run by a Service Manager (ITIL v3)   Enterprise NOT Stakeholder prioritization based on capacity, eliminate failure demand, shorten cycle time. Automation, identification of training needs for IT and for customers Established reputation for building the right thing, right IT Org wins CIO’ Magazine Awards two years in a row.
  • 21.
  • 22. Conclusion  It’s not luck.  Making a person work and profiting from that work is different.  It is not important to optimize locally, it is essential to optimize flow through the organization from demand to service consumption.  Reduce WIP to achieve    shorter cycle times, increased output reduced costs
  • 23.
  • 24. Q&A
  • 26. End

Editor's Notes

  1. “Weekend” = requests that cannot be done within normal business times.
  2. “Weekend” = requests that cannot be done within normal business times.
  3. “Weekend” = requests that cannot be done within normal business times.
  4. “Weekend” = requests that cannot be done within normal business times.
  5. “Weekend” = requests that cannot be done within normal business times.
  6. “Weekend” = requests that cannot be done within normal business times.
  7. “Weekend” = requests that cannot be done within normal business times.
  8. “Weekend” = requests that cannot be done within normal business times.
  9. “Weekend” = requests that cannot be done within normal business times.
  10. New 6.“Safe to Fail” Experiments.1. What is fragile should break early, while it’s still small.