Leading ITSM from Scrum to Kanban

Transcription

1 Leading ITSM from Scrum to Kanban Ian Jones

2 Agenda The 3 year journey with Agile Scrum Introduction to Lean Kanban The required changes Lessons Learnt Recommendations

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4 Introduction to Case Study Suncorp: Staff across Australia, China, New Zealand, India and Philippines. Suncorp IT Service Management team: Brisbane based. Coordinate Incident, Critical Incident, Problem, Change and Configuration Management services. Challenges appeared from 5 perspectives

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6 Waterfall

7 Agile

8 Agile Manifesto & Values Practices Principles

9 Agile Values Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

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11 Features or Stories: Feature: one of more stories Story: smallest unit of work Types of ITSM Features/Stories: Planned (CSI, BAU) Unplanned (major incidents, problems) Sizing Hours of effort (1 hr, 4 hrs, 8 hrs) Scales: Fibonacci (1,2,3,5,8) or (1,2,4,8) Tee shirt sizes (S, M, L, XL and XXL)

12 Suncorp Business Services What I did yesterday was What I will do today is. The blockers I am facing are.

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14 Burndown 100 ITSM Burndown Proje cted Actual Points Days Rem aining

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16 Operational Practices Know Your Business Value Stream Management Level and Balance Resource Allocation & Workload Planning Strategy Deployment Standard Work Visual Management 7 Step Problem Solving Process Quality Synchronised Operations Stand-ups

17 Expected Benefits increase the visibility of the work flows reveal bottlenecks dynamically to prevent wasteful "overproduction" increase productivity by introducing WIP limits respond quickly to high priority deliverables Prevent context switching

18 Arabic Roman Alphabet 1 I A 2 II B 3 III C 10 X J

19 Organisational Change Team involvement Clarified the changes needed and what support is required for team members Consulted leadership Clarified roles and responsibilities Implemented a Kanban wall Used retrospectives to tune the process

20 Throughput Queue #NoEstimates

21 Consequences No change in customer satisfaction Perceptions by leadership and the team that we d become reactive and not proactive Connection between corporate strategy to day to day work weakened No significant bottlenecks identified

22 Lessons Learnt Standard routine predictable, repeatable candidates for automation Case unique non-repeated, unpredictable cannot be automated

23 Lessons Learnt Knowledge work is differentiated by multiple potential solutions the best solution or implementation may emerge from experience exploring possible solutions may clarify the problem requiring a blend of specialisesskills

24 Recommendations Step back and review the work you do. What are the needs from your customers? What is your short term and long term team strategy? Is your work standard or case management? Do you need one or more ways of working? Does your organisation follow Agile or Lean or neither? Are you a dedicated ITSM team or do you share roles?

25 Additional Resources Essential Scrum by Kenneth S. Rubin Succeeding with Agile by Mike Cohn The Toyota Way by Jeffrey K.Liker Lean IT by Steven C Bell and Michael A Orzen Lean Software Development: An Agile Toolkit by Mary Poppendieck& Tom Poppendieck Standard and Case by Rob England ian@ianjones.co