Lean IT Service Management

Lean IT Service Management

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  Lean IT ServiceManagement Implementing Lean for Operational Excellence February 28 – March 1, 2018 • Roanoke, VA David J. Williamson, PhD, PMP, ITIL Instructor, Continuing & Professional Education Principal Consultant, Leverage Point IT Consulting
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  Summary • Lean ITfocuses on delivering customer value, improving flow, and reducing waste. • Traditional IT Service Management (ITSM) has improved IT and business alignment, reduced IT cost and risk, stabilized production environments, and improved customer satisfaction. • However, it is process-intensive, inflexible, and slow. • ITIL is the classic example of traditional ITSM. • Lean complements ITIL in some ways and contradicts it in others. The ITIL Practitioner guidelines are a partial response to this conflict. • DevOps is an effective and growing approach to Lean ITSM. • Organizations that implement DevOps outperform their peers significantly. • High Velocity ITSM is another emerging approach to Lean ITSM. • Organizations at any stage of an ITSM rollout can benefit from the application of Lean ITSM principles. 2February 28 - March 1, 2018Implementing Lean for Operational Excellence
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  Lean IT Waste Value Flow Continuous (Kaizen) Radical (Kaikaku) Revolution- ary (Kakushin) What isLean IT? Waste • Defects • Overprovisioning • Waiting • Non value-added processes • Transportation • Inventory • Motion • Employee skills untapped 3February 28 - March 1, 2018 Value stream mapping Implementing Lean for Operational Excellence • Muda – non value- added work • Mura - variation • Muri - overloading
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  What is ITService Management (ITSM)? 4February 28 - March 1, 2018Implementing Lean for Operational Excellence ITIL v3 Framework • A set of practices and principles that help align IT services with organizational needs • The most common traditional approach is ITIL (formerly Information Technology Infrastructure Library) • Benefits • Better alignment • More consistent service delivery • Reduced cost • More effective resource use • Reduced risk • Fewer service disruptions • More stable environment • Greater customer satisfaction • Criticisms • Makes process change more difficult • Harder to implement in a cloud environment • Overemphasis on control • Creates delays • Focus on stability over delivery • Outdated model that treats technology as mysterious and inaccessible • Slow response to technology change
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  Does Lean complementor contradict ITIL? Lean Agree / Disagree ITIL Focuses on customer value Disagree Focuses on control Focuses on flow Disagree Focuses on stability Reduces waste Disagree Adds process overhead Reduces variability Agree Improves predictability Encourages rapid process change (kaikaku, kakushin) Disagree Encourages planned and structured process change Encourages continuous process improvement (kaizen) Agree Strongly encourages continuous incremental improvement Emphasis on metrics Agree Emphasis on metrics Encourages small batches, frequent deliveries Disagree Encourages large batches, planned and formal deliveries Methods and tools Different Purpose Framework • Lean and ITIL agree on some points, disagree on others • There are cultural differences between Lean and ITIL, lean and an ITSM emphasis • ITIL is a framework, and Lean is a method • ITIL response: ITIL Practitioner • Focus on value • Design for experience • Start where you are • Work holistically • Progress iteratively • Observe directly • Be transparent • Collaborate • Keep it simple 5February 28 - March 1, 2018Implementing Lean for Operational Excellence
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  Is DevOps LeanITSM? ITIL DevOps Planning Iterative Processes Incremental Procedures Collaboration Documentation Experiments Sequential/Waterfall Lean/Agile 6February 28 - March 1, 2018Implementing Lean for Operational Excellence • DevOps practices (Amazon) • Continuous integration • Continuous delivery • Microservices • Infrastructure, configuration, and policy as code • Monitoring and logging • Communication and collaboration • Benefits • Speed • Rapid delivery • Reliability • Scale • Improved collaboration • Security • Criticisms • Prone to security risks • Need for controls DevOps is an emerging set of IT practices where development and operations collaborate throughout the service lifecycle, using many of the same agile tools and approaches. DevOps emphasizes infrastructure automation, continuous delivery, and system reliability. There appears to be an inherent conflict between ITIL and DevOps. However, some practitioners (IBM) suggest they are complementary and compatible.
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  Who is doingLean ITSM, and how is it working out? Puppet Labs – State of DevOps Report, 2013-2016 • 25,000+ IT professionals • Organizations using DevOps outperformed peers in • Throughput • Deployment (30x) • Deployment lead time (200x) • Reliability • Production deployment success • Mean time to resolve (168x) • Organizational performance • Market share, profitability (2x) • Market capitalization growth (50% over 3 years) (Kim, Humble, DeBois, & Willis, 2016) 7February 28 - March 1, 2018Implementing Lean for Operational Excellence
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  Where is LeanITSM going? High Velocity ITSM 8February 28 - March 1, 2018Implementing Lean for Operational Excellence • Comprehensive approach • ITIL • Lean IT • DevOps • Agile • Integrated Application Lifecycle Management (ALM) • Cloud computing • Virtualization • Automation • Containerization • Configuration management • Continuous release, testing, and deployment (Sternberg, 2016)
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  Should we doLean ITSM? Where should we start? ITSM is new Benefits • “Green field” – no ITSM history to overcome and change Opportunities • Reduce cost and waste • Improve speed and customer satisfaction Challenges • IT processes are highly interconnected, hard to change quickly • Unstructured environment Start with • Find an IT service pain point • Consider DevOps or an ITIL Practitioner approach • Do a pilot project ITSM is underway Benefits • Change receptivity Opportunities • Reduce cost and waste • Revitalize/energize improvements in progress Challenges • Yet another change • Issues with traditional approaches not yet fully understood Start with • A project in progress or just starting • Apply Lean principles to the deployment and the process itself ITSM is mature Benefits • Stable processes • ITSM mindset Opportunities • Reduce cost and waste • Reduce cycle time Challenges • Entrenched formal process mentality • Interconnectivity makes rapid change difficult Start with • Value stream mapping – look for a process with waste that can be reduced or eliminated • Identify the opportunity for continued improvement to existing processes 9February 28 - March 1, 2018Implementing Lean for Operational Excellence Lean ITSM is an improvement to traditional ITSM approaches, not a wholesale rejection.
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  References Agile Admin. (2017,July 24). What is DevOps. Retrieved from https://theagileadmin.com/what-is-devops/ Amazon. (2018). What is DevOps? Retrieved from https://aws.amazon.com/devops/what-is-devops/ Elder, M., Crume, J., Hahn, T., Pogue, S. W., & Sharma, S. (2014). Security considerations for DevOps adoption. IBM developerWorks. Retrieved from https://www.ibm.com/developerworks/library/d- security-considerations-devops-adoption/index.html Kim, G., Humble, J., DeBois, P., & Willis, J. (2016). The DevOps handbook: How to create world-class agility, reliability, and security in technology organizations. Portland, OR: IT Revolution Press. Lean Enterprise Institute. (2018). Muda, mura, muri. Retrieved from https://www.lean.org/lexicon/muda-mura-muri Martin, K., & Osterling, M. (2014). Value stream mapping: How to visualize work and align leadership for organizational transformation. New York, NY: McGraw Hill. Snyder, J. (2017). DevOps with controls. IBM developerWorks. Retrieved from https://www.ibm.com/developerworks/library/d-devops- cloud/index.html Steinberg, R. A. (2016). High velocity ITSM: Agile IT service management for rapid change in a world of DevOps, Lean IT, and cloud computing. Bloomington, IN: Trafford Publishing. 10February 28 - March 1, 2018Implementing Lean for Operational Excellence Cover image: https://commons.wikimedia.org/wiki/File:Ducks_in_a_row.jpg Back cover image: https://drfreex.files.wordpress.com/2016/03/herding-cats.jpg
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  11February 28 -March 1, 2018Implementing Lean for Operational Excellence Creative Commons Contact Information: David J. Williamson, PhD, PMP, ITIL-F [email protected] www.linkedin.com/in/davidjwilliamson 540-632-1982
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  Kaikaku 10 Commandments 10Commandments of Kaikaku by Hiroyuki Hirano complied by Norman Bodek 1. Throw out the traditional concept of manufacturing methods. 2. Think of how the new method will work; not how it won't work. 3. Don't accept excuses. Totally deny the status quo. 4. "Don't seek perfection. A 50% implementation rate is fine as long as it is done on the spot. 5. Correct mistakes the moment they are found. 6. Don't spend money on Kaikaku. 7. Problems give you a chance to use your brains. 8. Ask 'Why' five times. 9. Ten person's ideas are better than one person's knowledge. 10. Kaikaku knows no limits. http://www.kaizenworld.com/kaizen-blog/kaikaku.html 12February 28 - March 1, 2018Implementing Lean for Operational Excellence
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  ITIL Practitioner 9Guiding Principles 13February 28 - March 1, 2018Implementing Lean for Operational Excellence Focus on value Everything the service provider does needs to map, directly or indirectly, to value for the customer and/or the organization. It is the customer who determines what is of value to them, not the service provider. Design for experience It is critical to retain the focus not only on business/customer value, but also on the experience that both customers and users have when they interact with the service or service provider. Start where you are Resist the temptation to start from scratch and build something new without considering what is already available to be leveraged. Based on the vision for the future and how that will deliver value to the customer, there is likely to be a great deal that can be used. Work holistically No service or component stands alone. The results delivered to the organization or customer will suffer unless the service provider works on the whole, not just on the parts. All elements should be coordinated to provide a defined value. Progress iteratively Even huge initiatives have to be accomplished iteratively. Resist the temptation to do everything at once. By organizing work into smaller, manageable sections the focus on each smaller improvement is easier to maintain and ensures that real results are returned in a timely manner and built upon to create more improvement. Observe directly To know what is really going on, measure and/or observe it directly. Going to the source allows a reduction in the use of assumptions which, if proved unfounded, can be disastrous to timelines, budgets and the quality of results. Be transparent The more that people are aware of what is happening and why it is happening, then the more that people will help and fewer people will obstruct. Make things as transparent as possible. Collaborate When the right people are involved in the right ways, improvements benefit from better buy-in, better relevance (because better information is available for decision-making) and better likelihood of long-term success. Keep it simple If a process, service, action, metric etc. provides no value or produces no useful outcome, then eliminate it. In a process or procedure, use the minimum number of steps needed to accomplish the objective(s). Overly complex work methods rarely maximize outcomes or minimize cost. https://www.axelos.com/9-guiding-principles
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  DevOps Reading List– Ernest Mueller, The Agile Admin • DevOps is still new so an undefined batch of blogs that changes monthly and following people on Twitter is often the best source of up to date information. Yes, that’s annoying. However, there are several books and other reliable sources of good information you can use and then share with others. • Top pick – The DevOps Handbook, by Gene Kim, Patrick Debois, John Willis, John Allspaw, and Jez Humble, just came out in late 2016 and is finally a definitive source on DevOps. If you just get one book, get this one. • The Phoenix Project, Gene Kim, George Spafford, Kevin Behr – In novel format inspired by the seminal Lean work The Goal, this is a narrative of a DevOps implementation in a troubled software company. • Web Operations, various – An O’Reilly book collecting a series of essays on Web operations that are really thoughts from a lot of the key DevOps pioneers. • Continuous Delivery, Jez Humble and David Farley – While CI/CD isn’t the sum total of DevOps like some people would have it, it’s certainly a major area of innovation and this is the definitive work on it. • A Practical Approach to Large-Scale Agile Development, Gary Gruver – For those who think DevOps is just for startups or just for Web software, this is the tale of how the HP LaserJet firmware division transitioned to an agile/CI/DevOps structure. • The Practice of Cloud System Administration, Tom Limoncelli, Strata Chalup, Christina Hogan – A textbook style guide from the operations side, with loads of great new-style systems guidance and a lot of explicit DevOps content. • Release It!, Michael Nygard – There needs to be more books like this, it explains common systems failure patterns and success patterns – I think of it as the Gang of Four Design Patterns book for systems. • Lean Software Development, Mary and Tom Poppendieck – Lean is being increasingly adopted within the DevOps community, but starting from Deming and TPS is somewhat intimidating. This book is the seminal work on Lean in software. • And round it off with Gareth Rushgrove’s DevOps Weekly email newsletter. -Ernest Mueller, Aug 2, 2010 – Last Revised Jul 24, 2017 https://theagileadmin.com/what-is- devops/ 14February 28 - March 1, 2018Implementing Lean for Operational Excellence
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  High-Velocity ITSM 15February 28- March 1, 2018Implementing Lean for Operational Excellence (Sternberg, 2016)