#LEADit

Ian Jones

Leading ITSM from

Scrum to Kanban

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Agenda

• The 3 year journey with Agile Scrum

• Introduction to Lean Kanban

• The required changes

• Lessons Learnt

• Recommendations

https://www.flickr.com/photos/wwward0

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Introduction to Case StudySuncorp: 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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Waterfall

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Agile

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Agile

Manifesto & Values

PrinciplesPractices

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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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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)

#LEADitSuncorp Business Services

What I did yesterday was …

What I will do today is ….

The blockers I am facing are ….

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BurndownITSM Burndown

0

10

20

30

40

50

60

70

80

90

100

9 8 7 6 5 4 3 2 1 0

Days Remaining

Po

ints

Projected Actual

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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

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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

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Arabic Roman Alphabet

1 I A

2 II B

3 III C

… … …

10 X J

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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

https://www.flickr.com/photos/robpurdie

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Queue

Throughput

#NoEstimates

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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

https://www.flickr.com/photos/usnavy

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Lessons LearntStandard

• routine

• predictable, repeatable

• candidates for automation

Case

• unique

• non-repeated, unpredictable

• cannot be automated

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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 specialises skills

https://www.flickr.com/photos/ter-burg

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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?

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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 • (http://www.basicsm.com/standard-case)

@jonesyianau

ian@ianjones.co www.ianjones.co