MethodologyLean IT Transformation mission

the Goal:

• Describe the structure of the 15 weeks mission to initiate the Culture Change

• Based on Lean & Agile principles, framework and toolkit

Key points: application of Lean & Agile principles on a real case

15 weeks

to manage the Change

Customer not satisfiedwith the product or

service delivered

50% Agile

Team

overburden

Project not delivered in

time & budget

50% Lean

The team’s Change Story

Lean IT Transformation Structuretested & improved during 5 years of implementation

the Goal:

• 15 weeks for 3 to 5 change management consultants to initiate the Change in a Domain of ~50 people

• Coach the team on Leadership & start to implement their improvement plan based on Lean & Agile

the key points: the 15 weeks are the introduction of a longer term story. You setup the team and the

Agile iteration to be able to setup the code factory

Lean IT Transformation Structure

15 yearsexperience on

IT projects

5 years of Lean IT Transformation program

McKinsey 5 dimensions approach

Agile methodologies:

SCRUM & Kanban

Lean fromTOYOTA

The team’s Change Story

Lean IT Transformation Structuretested & improved during 5 years of implementation

the Goal:

• The diagnosis through the 5 dimensions helps the team build its Change Story focused on the Customer

• The Agile 4 values & 12 principles help the team to implement in an adaptive way

Voice of the

Customer

Performance Management

& Organisation

Skills

Mindset & Behaviour

ProcessEfficiency

Agile

Individuals and interactions

over processes and tools

Customer collaboration

over contract negotiation

Workingsoftware

over comprehensivedocumentation

Respondingto change

over following a

plan

50% LEANThe 5 dimensions of the

Change Story

50% AGILEThe 4 values of successful projects

Lean IT Transformation StructureCombine Lean & Agile to make a whole consistent framework

the Goal:

• The diagnosis through the 5 dimensions help the team build its Change Story focused on the Customer

• The Agile 4 values & 12 principles help the team to implement in an adaptive way

the key points: Process Efficiency on IT is closely related to the code factory. You need to have the

contribution of an expert on this IT domain, internal or external

50% LEANThe 5 dimensions of analysis

50% AGILEThe iteration for implementation

Voice of the Customer• Understand Customer Needs and Expectations

Performance management & Organisation• Matricial organisation: make the silos communicate & collaborate

to fluidify the End-to-End process

• Hoshin-Kanri: ask the Business & Sponsors to define the Vision,

ask the teams to translate it on projects

• Agile iteration: frequent feedback loop to manage the complexity

of matricial organisation & Vision implementation

Process Efficiency• Map & visualise processes to make the team solve their problems

• Implement or improve the code factory

Mindset & Behaviour• Empower people to lead the team toward a common vision

• Lean management and role-modeling to inspire people

Skills• individuals have the skills to deliver on their areas of

accountability (Best practice, training/coaching plan , …)

To avoid this situation …

… setup the iterative Agile framework

Project CharterThe sponsor’s Vision & the project frame

the Goal:

• Write the Project charter with the sponsor before the mission

• Official kick-off with the Sponsor and the team to engage the whole team for instance during a bootcamp

Context & Sponsor Vision• Explain the global context to which the project is contributing

• Explain the Vision, the Direction the team has to search

Scope• In: explicit clearly what is In the project

• Out: explicit clearly what is Out the project

Timeline• Duration:

• Kick-off:

• Phasing:

the key points: the A3 format. Give all the key elements of your projects on a single A3 page so that the

Sponsor can take the right decision. Main document for the Team Kick-off

Problem & Goal statement• Translate the Vision at the team level

• Explain the problem listing its consequences and the Business

impact with figures and facts

• What could be the ideal solution to that problem? Initiate your

Change Story. For instance

• Build the team

• Build the Agile iteration

• Build the code factory

On the Credit Analyst department, ‘Build the code factory’ could

be replaced by ‘Build the Credit Proposal factory’

Risks• Think about the known or potential risk the project might face

TeamClarify the roles, who will play those roles, what’s expected from them

also in terms of availability and average workload

• Sponsor:

• Project leader:

• Main contributors:

• Change consultants:

ROIWhy the Sponsor should finance your project?

Show the Value Added of the project listing a high estimation of

• The main Benefits:

• The main Cost:

Lean IT TransformationStructure & macro planning

the Goal:

• Setup the continuous improvement culture & structure

• Both at macro & micro level of the project

The key points: the Deming Wheel also named PDCA cycle is the basis of LEAN and Agile methodologies

2 weeks 3 weeks 2 weeks 1 week 7 weeks

Understand business

aspirations

Establish and train

team

Begin data collection

Create a shared

understanding of

the current state

Design ideal future

state

Agree on aspirations

(5-7 big initiatives)

Establish

performance targets

Plan and

prepare

actions

Put in place

future state

design

Support step-

change in

performance

Continue

incrementally

improving the team,

the iteration, the

code factory & the

product

Define and measure Analyse Implement Check

Ongoing

ImplementPrepare Diagnose Design Refine

Lean IT TransformationStructure & macro planning

the Goal:

• List the main topics, key questions covered & pack used to coach the consultants & clients

• Present a macro planning: what pack used when?

Legend: VOC = Voice of the Customer. PE = Process Efficiency. PM = Performance Management.

Orga = Organisation. M&B = Mindset & Behaviour

Lean IT TransformationStructure & macro planning: focus on PE (Process Efficiency)

• Question 1: How the real process is working?

• Question 2: How the actuals are split?

• Question 3: What is the average leadtime (per activity)?

The key points: map at minimum the maintenance activity. Then complete it to have the project process.

For the actuals, study the shortest past period representative of the team activity (warning on cyclicity)