Case study presentation of an IT Service Management team who used Agile Scrum and then switched to Lean Kanban as their way of working. Discover more at http://www.ianjones.co

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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 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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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)

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

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Burndown
ITSM Burndown
0
10
20
30
40
50
60
70
80
90
100
9 8 7 6 5 4 3 2 1 0
Days Remaining
Points
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 Learnt
Standard
• 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)
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