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ITILv2 certifies people, not organizations. Yet it’s a library of good practices that organizations are supposed to follow. So, with predefined processes as a North Star to reach for, it’s very attractive to wanting to use Lean to improve them. Yet, when you first grasp the situation, you soon discover that the shiny, fixed, paper Moon map is nowhere to be found in reality. The further you look, the more you understand that there’s something else to that... At the Lean IT Summit 2013, Nicolas Stampf reported the story of an adventurous exploration of the hidden side of the moon... More Lean IT stories and case studies available on www.lean-it-summit.com
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Copyright © Institut Lean France 2012
3 & 4 October, 2013 Paris, France
Lean & ITIL
Reaching for the (hidden) face
of the moon
Nicolas Stampf http://about.me/nicolas.stampf
@nicolasstampf far side
Copyright © Institut Lean France 2012
Lean & ITIL - Nicolas Stampf 2
Copyright © Institut Lean France 2012
3 & 4 October, 2013 Paris, France
WHO ARE WE?
Lean & ITIL - Nicolas Stampf 3
Copyright © Institut Lean France 2012
Who are we?
Lean & ITIL - Nicolas Stampf 4
Copyright © Institut Lean France 2012
• A BNP Paribas & IBM Joint Venture
BP²I – BNP Paribas Partners for
Innovation
Lean & ITIL - Nicolas Stampf 5
BP²I key numbers
m² Data Center
10 000
Application servers
> 10 000
Infrastructure servers
> 1 500
User Calls / day
> 500
Changes / year
> 35 000
Switches - Routers
> 5 500
Events/ day
500
Firewalls
350
4 000
Alerts Open/ day
Mainframe MIPS
80 000
Workstations
> 65 000
CC Calls / day
> 1 500
Copyright © Institut Lean France 2012
• France, Switzerland, Italy & Belgium
BP²I : countries
Lean & ITIL - Nicolas Stampf 6
Copyright © Institut Lean France 2012
• Around 1300 people in France
BNP Paribas
IBM
BP²I
Contractors
BP²I : people
Lean & ITIL - Nicolas Stampf 7
Copyright © Institut Lean France 2012
BP²I : certifications
Lean & ITIL - Nicolas Stampf 8
Quality Environment Information
Security ITIL
Copyright © Institut Lean France 2012
Lean & ITIL - Nicolas Stampf 9
Yes, we
rock!
Copyright © Institut Lean France 2012
• A few words about ITIL and ISO 20,000
• Looking at the moon & getting prepared
The problems
The VSMs and the processes
• Approaching the moon
The tools
• On the other side of the moon
The Gemba!
Agenda
Lean & ITIL - Nicolas Stampf 10
Copyright © Institut Lean France 2012
• A few words about ITIL and ISO 20,000
• Looking at the moon & getting prepared
The problem
The VSMs and the processes
• Approaching the moon
The tools
• On the other side of the moon
The Gemba!
Agenda
Lean & ITIL - Nicolas Stampf 11
Copyright © Institut Lean France 2012
Lean & ITIL - Nicolas Stampf 12
Copyright © Institut Lean France 2012
• set of practices
• for IT service management (ITSM)
• that focuses on aligning IT services with the needs of business.
[…]
• ITIL underpins ISO/IEC 20000 the International Service Management Standard for IT service management, although differences between the two frameworks do exist.
Source: http://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Library
What’s ITIL?
Lean & ITIL - Nicolas Stampf 13
Copyright © Institut Lean France 2012
1 Scope
1.1 General
This part of ISO/IEC 20000 is a service management system (SMS) standard. It
specifies requirements for the service provider to plan, establish, implement, operate,
monitor, review, maintain and improve an SMS. The requirements include the design,
transition, delivery and improvement of services to fulfill service requirements.
What’s ISO 20,000?
Lean & ITIL - Nicolas Stampf 14
Copyright © Institut Lean France 2012
Introduction
[…]
This part of ISO/IEC 20000 requires the application of
the methodology known as “Plan-Do-Check-Act”
(PDCA) to all parts of the SMS and the services. The
PDCA methodology, as applied in this part of ISO/IEC
20000, can be briefly described as follows.
• Plan: establishing, documenting and agreeing the
SMS. The SMS includes the policies, objectives,
plans and processes to fulfill the service
requirements.
• Do: implementing and operating the SMS for the
design, transition, delivery and improvement of the
services.
• Check: monitoring, measuring and reviewing the
SMS and the services against the policies,
objectives, plans and service requirements and
reporting the results.
• Act: taking actions to continually improve
performance of the SMS and the services.
ISO 20,000 embeds PDCA
Lean & ITIL - Nicolas Stampf 15
PDCA methodology applied to service management
Copyright © Institut Lean France 2012
ISO 20k doesn’t provide VSMs,
but we defined ours
Lean & ITIL - Nicolas Stampf 16
Deploy new service
Keep services running
Copyright © Institut Lean France 2012
• ISO 9001 use processes
• ITIL & ISO 20k processes to use
• ISO 20k & 9001 do PDCA
• Lean how to do PDCA
So far so good?
PDCA ↔ Lean
Lean & ITIL - Nicolas Stampf 17
Copyright © Institut Lean France 2012
• A few words about ITIL and ISO 20,000
• Looking at the moon & getting prepared
Two sample problems
The VSMs and the processes
• Approaching the moon
The tools
• On the other side of the moon
The Gemba!
Agenda
Lean & ITIL - Nicolas Stampf 18
Copyright © Institut Lean France 2012
Lean & ITIL - Nicolas Stampf 19
Clear zone
Other clear zone
Clean even
over there
Someone crashed here,
go have a look !
Oh, and go check on the
far side too, BTW!
Copyright © Institut Lean France 2012
• Improve the billing process
• Reduce delays to install a server
Two projects
Lean & ITIL - Nicolas Stampf 20
Copyright © Institut Lean France 2012
• Improve the billing process
• Reduce delays to install a server
The projects
Lean & ITIL - Nicolas Stampf 21
Copyright © Institut Lean France 2012
• 2012, billing was
contractual
and fixed
and we needed to absorb 20% more volume
every year
Volume metrics weren’t an issue
At least to customers (!)
The billing process problem
Lean & ITIL - Nicolas Stampf 22
Copyright © Institut Lean France 2012
• 2013 business lines are
billed according to how much they use
Billing process has to be
Exact
Exhaustive
Auditable (provable)
The billing problem (cont’d)
Lean & ITIL - Nicolas Stampf 23
Copyright © Institut Lean France 2012
• Mainframe MIPS
Software usage
• Open (windows, unix, linux) Power: TPMC ( transactions per seconds)
Exploitation
• Storage & backup Terabytes in different classes
• Workstations # of workstations
# of helpdesk tickets
• …
What we bill
Lean & ITIL - Nicolas Stampf 24
Copyright © Institut Lean France 2012
• Billing process has to be Exact
Not formally measured
Metrics wrong 7.3% of the time (533 on 7330) in january
Metrics for December, 2012 were first accepted on… June, 2013!
Exhaustive We know that we don’t
know all
But we don’t know what we don’t know
Auditable What the hell is going on?!
Collect data
•From agents on servers
•Format for next process
Assemble data
•Collect all billable data
•Ponderate according to class
•Associate with Clients’ requests
Send to Client
•Sort according to Business Lines
•Format for next process (Client)
The billing problem (final)
Lean & ITIL - Nicolas Stampf 25
Copyright © Institut Lean France 2012
• Improve the billing process
• Reduce delays to install a server
The projects
Lean & ITIL - Nicolas Stampf 26
Copyright © Institut Lean France 2012
• Start when client says “Go!”
Technical infos are already validated
• Yet, 140+ days to deliver
Reduce delays of server installs
Lean & ITIL - Nicolas Stampf 27
Copyright © Institut Lean France 2012
0
20
40
60
80
100
120
140
5 15 25 35 45 55 65 75 85 105 125
Nu
mb
er
of
inst
alla
tio
ns
Delays
Delays of server installations from Jan 1st to Aug 31st 2013
• In 2010: 140+ days
• In 2013: 33 days
Delays
Lean & ITIL - Nicolas Stampf 28
2010
Copyright © Institut Lean France 2012
• “Server Installation
Card” (SIC) sub-
process:
PM takes technical
infos
Copies in SIC
Sends to delivery team
Delivery installs the
server
Collect data
•Call Client to better understand request
•Get tech infos from other tools
Create SIC
•Copy from other tools to SIC tool
•Added value: expertise entered in SIC
Send SIC to client
• (Client enters client data)
•Wait for his approval
Push SIC to Deployement
process
•Click “Next” in Project Workflow tool
Delays : Lean lense
Lean & ITIL - Nicolas Stampf 29
Copyright © Institut Lean France 2012
• A few words about ITIL and ISO 20,000
• Looking at the moon & getting prepared
The problem
The VSMs and the processes
• Approaching the moon
The tools
• On the other side of the moon
The Gemba!
Agenda
Lean & ITIL - Nicolas Stampf 30
Copyright © Institut Lean France 2012
Lean & ITIL - Nicolas Stampf 31
Copyright © Institut Lean France 2012
• Improve the billing process
• Reduce delays to install a server
The projects
Lean & ITIL - Nicolas Stampf 32
Copyright © Institut Lean France 2012
• Where’s the hell is the billing VSM?!
Follow the yellow road
What does it look like from a
distance?
Lean & ITIL - Nicolas Stampf 33
Copyright © Institut Lean France 2012
Billing process
Lean & ITIL - Nicolas Stampf 34
Collect data
• From agents on server
• Format for next process
Assemble data
• Collect all billable data
• Ponderate according to class
• Detect changes
• Associate with Client’s requests
Send to Client
• Sort according to Business Lines
• Format for next process (Client)
Copyright © Institut Lean France 2012
• What From agents on servers
Deal with missing data
Storage Disk view (BP²I) different than server view (client)
Backups
Workstations
• How Inconsistent data formats
Different starting dates
Concerns for data Integrity
Billing: collect data
Lean & ITIL - Nicolas Stampf 35
Copyright © Institut Lean France 2012
• Collect all billable data
Delays!
• Detect changes
True or due to problems?
• Associate with Client’s requests
Not all of them are traceable
Investigations in other tools/workflows for
traces
Billing: assemble data
Lean & ITIL - Nicolas Stampf 36
Copyright © Institut Lean France 2012
• Sort according to Business Lines
List provided by client
• Format for next process (Client)
Repetitive changes of format
Data not understood
Billing: send to client
Lean & ITIL - Nicolas Stampf 37
Copyright © Institut Lean France 2012
• Improve the billing process
• Reduce delays to install a server
The projects
Lean & ITIL - Nicolas Stampf 38
Copyright © Institut Lean France 2012
• I can roughly see where the SIC happens
in the VSM but this isn’t crystal clear
What does it look like from a
distance?
Lean & ITIL - Nicolas Stampf 39
The SIC
Copyright © Institut Lean France 2012
Server Installation Card: the tool
Lean & ITIL - Nicolas Stampf 40
Copyright © Institut Lean France 2012
Fear…
The PM workflow tool
Lean & ITIL - Nicolas Stampf 41
Copyright © Institut Lean France 2012
Read the REQ
•Check
•Understand
Create SIC
•Enter basic informations
Get infos from other tools
•Copy infos into SIC
Copy from REQ to SIC
•Copy to SIC
•Open attached docs
•Copy to SIC
•Save!
Advance REQ workflow
•Fill other REQ infos
•Advance to next step
Receive REQ
•Read
Open SIC
•Check content
•Connect to server
•Configure & install
Close REQ
•Click « Done! » (workflow next step)
What’s the process like?
(interview with a PM)
Lean & ITIL - Nicolas Stampf 42
Project Manager Operations
Copyright © Institut Lean France 2012
• A few words about ITIL and ISO 20,000
• Looking at the moon & getting prepared
The problem
The VSMs and the processes
• Approaching the moon
The tools
• On the other side of the moon
The Gemba!
Agenda
Lean & ITIL - Nicolas Stampf 43
Copyright © Institut Lean France 2012
Lean & ITIL - Nicolas Stampf 44
Copyright © Institut Lean France 2012
3 & 4 October, 2013 Paris, France
GEMBA!
Lean & ITIL - Nicolas Stampf 45
Copyright © Institut Lean France 2012
• Improve the billing process
• Reduce delays to install a server
The projects
Lean & ITIL - Nicolas Stampf 46
Copyright © Institut Lean France 2012
• Before billing, there’s… installation! Client request
Operations configuration
Declaration of configuration
Software report
• From a distance, 3 sub-processes
Install server
Change server conf
Remove server
• On closer look…
Gemba for before billing
Lean & ITIL - Nicolas Stampf 47
Possibly 4 different values!
Copyright © Institut Lean France 2012
• Create reference file (processor ↔ TPMC): 3
• Simple requests: 2
• Servers: estimate: 1
• Servers: go: 4
• Workstation: go: 4
• Agent reporting of TPMC: 3
• IBM virtual management partition: create: 1
N = # of teams involved
Total=34 gemba visits for ± 10 teams
• Servers: install: 2
• Workstations: install: 1
• Servers: control: 1
• Workstations: control: 1
• Processor upgrade: 4
• Virtual partition update: 2
• Migrate P2V or V2V: 2
• Correct TPCM: 3
Gemba for “Server installation”
Lean & ITIL - Nicolas Stampf 48
Copyright © Institut Lean France 2012
• Struggle to receive data
• Struggle with changing
formats
• Struggle with errors in
data
Missing
Bad values
Duplicates
• Struggle to match with
requests
Gemba for “assemble data”
Lean & ITIL - Nicolas Stampf 49
Collect data
•From agents on servers
•Format for next process
Assemble data
•Collect all billable data
•Ponderate according to class
•Associate with Clients’ requests
Send to Client
•Sort according to Business Lines
•Format for next process (Client)
Copyright © Institut Lean France 2012
• IT can be gory at times don’t mess with that
• Strength-Based strategy used Held meeting with IT experts +
billing people
Clarified the importance of the vision (exact bill on time)
Created feedback loops that were missing WINFY (“What I need from you”)
CYHM (“Can you help me?”)
Let people improve their own processes with ideas they already had at that time!
What we did
Lean & ITIL - Nicolas Stampf 50
Collect data
•From agents on servers
•Format for next process
Assemble data
•Collect all billable data
•Ponderate according to class
•Associate with Clients’ requests
Send to Client
•Sort according to Business Lines
•Format for next process (Client)
Copyright © Institut Lean France 2012
• Improve the billing process
• Reduce delays to install a server
The projects
Lean & ITIL - Nicolas Stampf 51
Copyright © Institut Lean France 2012
3 & 4 October, 2013 Paris, France
GEMBA FOR S.I.C.
Lean & ITIL - Nicolas Stampf 52
Copyright © Institut Lean France 2012
Read the REQ
•Wait in queue
•Check
•Understand
•Get additional infos
•Call client & wait
•Call operations & wait
•Call DC team & wait
•…
Create SIC
•Enter basic informations
•Jungle with multiple screens
•Struggle with infos provided by client
•Call client for missing infos & wait
•Call engineer to validate new client’s infos & wait
Get infos from other tools
•Connect to other tools
•Deal with delays and downtime
•Lose text in clipboard
•Copy infos into SIC
•Deal with errors, phone calls, colleagues & wait
•Fill “Comments” because fixed field hasn’t the required info
Copy from REQ to SIC
•Navigate REQ to find infos
•Deal with slowness & downtime
•Copy to SIC
•Open attached docs
•Copy to SIC
•Save!
•Reopen
•Enter forgotten infos
•Re-save
Advance REQ workflow
•Fill other REQ infos
•Advance to next step
•Wait for downtime and slowness
•Reclick for next step
•Call Operations to ensure they deal with the urgent REQ
Receive REQ
•Wait in queue
•Read
Open SIC
•Check content
•Swear (SIC not implementable)
•Swear again (cannot refuse REQ)
•Call PM (unavailable)
•Write long mail explaining problems with SIC
•Put REQ aside (& forget it)
•Connect to server
•Or wait X days before it’s plugged in DC
•Configure & install
•Deal with install problems
Close REQ
•Click “Done!” (workflow next step)
•Swear because delays too long and it wasn’t all your fault, but you’ll be the one measured & blamed for delays
What’s the process really like?
Lean & ITIL - Nicolas Stampf 53
Project Manager Operations
Copyright © Institut Lean France 2012
• Operations – The workflow won’t let me refuse requests
• PM – They (operations) have that nice script that checks the SIC and sends us an email stating what’s wrong with it
• Coach – So why isn’t the content of the script coded in the SIC?
• Operations – It’s not a script, I manually write each and every mail!
• PM & Coach – Oh…
• Coach – And then what happens?
• Operations – This PM’s next SICs are better
• Coach – And what about other PMs or when the PM leaves?
• Operations – I still need to write mails each and every time.
• Coach – Oh…
What happens when PM sends “bad” SIC
to Operations?
Lean & ITIL - Nicolas Stampf 54
Copyright © Institut Lean France 2012
• Teach TWI Job Instruction to the PM
• PM analyzed first SIC screen Found gold!
Up to 10 screens / SIC…
• Compared with neighbor Other best practices!
Neighbor happy to know about other best practices!
Gold again!
• PM granted time to train others • Yet reality took over at this point
…to date, JIT hasn’t started
What we did
Lean & ITIL - Nicolas Stampf 55
Copyright © Institut Lean France 2012
3 & 4 October, 2013 Paris, France
LESSONS LEARNED
Lean & ITIL - Nicolas Stampf 56
Copyright © Institut Lean France 2012
Lean & ITIL - Nicolas Stampf 57
≠
Copyright © Institut Lean France 2012
• Though the far side has more visible craters, this is due to the effects of lunar lava flows, which cover and obscure craters, rather than a shielding effect from the Earth. NASA calculates that the Earth obscures only about 4 square degrees out of 41,000 square degrees of the sky as seen from the moon. “This makes the Earth negligible as a shield for the Moon… It is likely that each side of the Moon has received equal numbers of impacts, but the resurfacing by lava results in fewer craters visible on the near side than the far side, even though the both sides have received the same number of impacts.”[4]
• http://en.wikipedia.org/wiki/Far_side_of_the_Moon
• [4] Near-side/far-side impact crater counts by David Morrison and Brad Bailey, NASA.
http://lunarscience.nasa.gov/?question=3318
The Science Minute
Lean & ITIL - Nicolas Stampf 58
Why does the far side has more visible craters than the near side?
Copyright © Institut Lean France 2012
• Management doesn’t shield from problems
• To see the problems, you need to search closer
GOOGLE! *
* Go Out On the Gemba Learn thy Environment
What does the metaphor tell us?
Lean & ITIL - Nicolas Stampf 59
Copyright © Institut Lean France 2012
• Life’s different on the Gemba than from a (managerial) distance 1. Go on the gemba
2. Talk to the people
3. Look at the process
• IT tools might call for TWI IT engineers need
training for IT tools
Just like elsewhere!
Lean lessons
Lean & ITIL - Nicolas Stampf 60
Copyright © Institut Lean France 2012
• Just because People are ITIL
Your company is ISO 20k
• Doesn’t imply Lean is a given Sweet for management
Sweat on the gemba
G.O.O.G.L.E.
(Go Out On your Gemba Learn thy Environment)
ITIL Lessons
Lean & ITIL - Nicolas Stampf 61
Copyright © Institut Lean France 2012
• Fear IT (just like Toyota)
• “Workflow is bad” (© Marie-Pia Ignace)
• Lean before IT First, Lean processes
Then LeanUX
Then only IT tools
IT Lessons
Lean & ITIL - Nicolas Stampf 62
Back to basics!!!
Copyright © Institut Lean France 2012
• ITIL overall
direction (the moon in the sky)
• Lean how to (the space rocket)
1. Go on the gemba
2. Talk to the people
3. Look at the
process
Overall lessons
Lean & ITIL - Nicolas Stampf 63
GOOGLE! Go Out On the Gemba Learn thy Environment
Copyright © Institut Lean France 2012
Lean & ITIL - Nicolas Stampf 64
Copyright © Institut Lean France 2012
3 & 4 October, 2013 Paris, France
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