Leading IT Service Management from Scrum to Kanban

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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 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 ValuesIndividuals 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 storiesStory: smallest unit of work

Types of ITSM Features/Stories:Planned (CSI, BAU)Unplanned (major incidents, problems)

SizingHours 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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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

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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 identifiedhttps://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 LearntKnowledge 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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RecommendationsStep 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