3. • No time “culture” – you start inventing chewing gum instead of brushing your
teeth...
• No resources to work on improvements
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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
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5. If things would continue in the same direction, it would be matter of time when talks
about outsourcing IT would start.
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9. People know issues well enough and often they also see possible solution
Involvement creates engagement – needed for quality input
Expert adds comments
CIO sets priorities
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10. What you get is your own strategic plan on the yourney towards business and IT
alignement.
While working on “the big picture” do not forget to show progress by implementing
quick-wins and building-up credibility.
This is where many “ITIL implementation“ projects fail and stuck in “analysis-
paralysis”.
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11. Create Kanban board to visualise the effort and “pull the work” instead of work piling-
up.
Helps avoiding becoming bottleneck, idle or pending.
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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, unless
proved otherwise...” Colin Powell, Joint Chiefs of Staff of the USA
Ex We have listed all the agreed values/rules on one A4 paper and placed on the
board
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15. 2. Participation - regular meetings, everybody tells:
A. Done
B. Planned
C. Barriers – need help with
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16. 3. Ownership - ‘Product Owner’ corrects priorities weekly, but does not micromanage
(self-managing team)
Initially CIO, later transferred to product owner
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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.
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19. 6. Limit number of tasks that have been started and are not finished
e.g. 2 per person
Can be flexible while team is working on “understanding” it’s capacity
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20. 7. Any agreed value/rule can be changed by the team decision, also possible to
remove or add new
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28. Regularly review the efficiency of the process and implement improvements
Ex 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 communication
2. 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 head
3. No PC/phone during the meeting policy
4. Remove column “Effect approved” – waste
5. Do not avoid talking about barriers – ask others and PO for help
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29. Results - they are able to execute ITSM programme without costly consultants.
One was needed to kick this off ;)
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30. 10 Kanban boards and their context:
http://dl.dropbox.com/u/1638038/publikationer/10%20kanban%20boards%20and%
20their%20context/10%20different%20kanban%20boards%20and%20their%20conte
xt%20-%20mskarin.pdf
10 pitfalls when implementing Kanban:
http://gotocon.com/dl/goto-cph-
2011/slides/MattiasSkarin_10PitfallsWhenImplementingKanban.pdf
Introducing Kanban in Operations:
http://blog.crisp.se/mattiasskarin/files/slides/introducing_kanban_in_operations.pdf
By Mattias Skarin, Crisp
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