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Kanban applied-to-itsm-by-vladimir-ivanov


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Kanban applied-to-itsm-by-vladimir-ivanov

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  3. 3. • No time “culture” – you start inventing chewing gum instead of brushing yourteeth...• No resources to work on improvements 3
  4. 4. No surprise many have told they feel like this... especially in the operations.• Top10 insurance company in Russia• >100 IT staff, >10M$ IT budget• Many branches in the regions• Multiple Help Desks• Low process maturity level• No SLAs with business 4
  5. 5. If things would continue in the same direction, it would be matter of time when talksabout outsourcing IT would start. 5
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  7. 7. First agilist Walter Shewhart, Deming’s mentor 7
  8. 8. Key players – manage closelyImportant – keep satisfiedAffected – keep informedOthers – monitor 8
  9. 9. People know issues well enough and often they also see possible solutionInvolvement creates engagement – needed for quality inputExpert adds commentsCIO sets priorities 9
  10. 10. What you get is your own strategic plan on the yourney towards business and ITalignement.While working on “the big picture” do not forget to show progress by implementingquick-wins and building-up credibility.This is where many “ITIL implementation“ projects fail and stuck in “analysis-paralysis”. 10
  11. 11. Create Kanban board to visualise the effort and “pull the work” instead of work piling-up.Helps avoiding becoming bottleneck, idle or pending. 11
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  13. 13. Define values instead of rules – give more space to the “commanders in the field”“The commander in the field is always right and the rear echelon is wrong, unlessproved otherwise...” Colin Powell, Joint Chiefs of Staff of the USAEx We have listed all the agreed values/rules on one A4 paper and placed on theboard 13
  14. 14. 1. Bring ideas - everybody shall top-up backlog 14
  15. 15. 2. Participation - regular meetings, everybody tells:A. DoneB. PlannedC. Barriers – need help with 15
  16. 16. 3. Ownership - ‘Product Owner’ corrects priorities weekly, but does not micromanage(self-managing team)Initially CIO, later transferred to product owner 16
  17. 17. 4. Decomposition to the chunks of work that can be done within a week.Don’t define too small or too big tasks, be fair to other teammates. 17
  18. 18. 5. Scope – ITSM programme 18
  19. 19. 6. Limit number of tasks that have been started and are not finishede.g. 2 per personCan be flexible while team is working on “understanding” it’s capacity 19
  20. 20. 7. Any agreed value/rule can be changed by the team decision, also possible toremove or add new 20
  21. 21. Apply and follow Lean principles 21
  22. 22. In addition - Do it right the first time 22
  23. 23. Also - Focus on what is important today / what matters 23
  24. 24. Also – talk less, more action! 24
  25. 25. Also - Always think about improvements and efficency 25
  26. 26. Also – solve the root cause, not the side effects 26
  27. 27. Also - Fight the waste 27
  28. 28. Regularly review the efficiency of the process and implement improvementsEx After several rounds of iterations came-up with following improvements:1. Minimise time spent in front of the board by: • Moving debates to separate meetings • Strictly following agenda • Avoiding waste in communication2. Improve process of decomposition of goals to tasks by: • Learning to define work into equal chunks (not too small, not too big) • Preparing definitions of the decomposed tasks prior the meeting • Updating backlog immediately when idea hits your head3. No PC/phone during the meeting policy4. Remove column “Effect approved” – waste5. Do not avoid talking about barriers – ask others and PO for help 28
  29. 29. Results - they are able to execute ITSM programme without costly consultants.One was needed to kick this off ;) 29
  30. 30. 10 Kanban boards and their context: pitfalls when implementing Kanban: Kanban in Operations: Mattias Skarin, Crisp 30
  31. 31. Follow @vivanovs and let’s share our experiements! 31
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