lean and itil: reaching to the (hidden) face of the moon by nicolas stampf, bp2i

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

http://about.me/nicolas.stampf

http://twitter.com/nicolasstampf

http://twitter.com/nicolasstampf


Lean & ITIL - Nicolas Stampf 2



WHO ARE WE?



Who are we?



• A BNP Paribas & IBM Joint Venture

BP²I – BNP Paribas Partners for

Innovation


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


• France, Switzerland, Italy & Belgium

BP²I : countries



• Around 1300 people in France

BNP Paribas

IBM

BP²I

Contractors

BP²I : people



BP²I : certifications


Quality Environment Information

Security ITIL



Yes, we

rock!


• 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





The problem



The tools


The Gemba!

Agenda



• 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?


http://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Library

http://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Library


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?



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


PDCA methodology applied to service management


ISO 20k doesn’t provide VSMs,

but we defined ours


Deploy new service

Keep services running


• 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





Two sample problems



The tools


The Gemba!

Agenda




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!


• Improve the billing process

• Reduce delays to install a server

Two projects





The projects



• 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



• 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)



• 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



• 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)





The projects



• Start when client says “Go!”

Technical infos are already validated

• Yet, 140+ days to deliver

Reduce delays of server installs



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


2010


• “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





The problem



The tools


The Gemba!

Agenda





The projects



• Where’s the hell is the billing VSM?!

Follow the yellow road

What does it look like from a

distance?



Billing process


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)


• 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



• 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



• 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





The projects



• 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?


The SIC


Server Installation Card: the tool



Fear…

The PM workflow tool



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)


Project Manager Operations




The problem



The tools


The Gemba!

Agenda




GEMBA!





The projects



• 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


Possibly 4 different values!


• 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”



• 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”


Collect data



Assemble data




Send to Client




• 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


Collect data



Assemble data




Send to Client






The projects




GEMBA FOR S.I.C.



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?


Project Manager Operations


• 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?



• 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




LESSONS LEARNED




≠


• 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


Why does the far side has more visible craters than the near side?

http://en.wikipedia.org/wiki/Far_side_of_the_Moon






• 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?



• 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



• 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



• 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


Back to basics!!!


• 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


GOOGLE! Go Out On the Gemba Learn thy Environment



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