nus-iss learning day 2016 - improve it project management and other it processes using the lean...

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IMPROVE IT PROJECT MANAGEMENT AND OTHER IT PROCESSES USING THE LEAN APPROACH

15 Jul 2016 / Chandra

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Lean Definition

Lean: The relentless pursuit of adding value for the customer, waste

elimination, and continuous improvement from a standard at the point of

activity by everyone, everywhere, everyday!

So what is Value Add?

If an activity changes our product, is done right the first time, and our

customers are willing to pay for it, then it is value-added

https://upload.wikimedia.org/wikipedia/commons/9/9e/2014_Toyota_Corolla_%28ZRE172R%29_A

scent_sedan_%282014-04-11%29.jpg

https://en.wikipedia.org/wiki/Toyota_Motor_Manufacturing_Indiana#/media/File:Toyota_M

otor_Manufacturing_Indiana_Front_Entrance.jpg

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Lean Principles

1. Specify the value from the standpoint of the end customer

2. Identify all the steps in the value stream, eliminating where possible those steps that do not create value.

3. Make the value-creating steps occur in tight sequence so the product will flow smoothlytoward the customer.

4. As flow is introduced, let customers pull value from the next upstream activity.

5. Begin the process again and continue until a state of perfection is reached in which perfect value is created with no waste.

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Lean IT Foundation

What is Lean IT?

“Lean IT is the extension of lean manufacturing and services principles to the development and management of information technology products and services.

Its goal is to continuously improve the value delivered by IT organizations to their customers and the professionalism of IT people”

Lean IT focuses on improving IT people, IT processesand information technology in order to deliver more value to its customers.

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Lean Thinking

https://www.youtube.com/watch?v=RxDw0Q_gVt0

An Introduction to Lean Thinking

(see video till 8:07 minutes)

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Lean – 7 Wastes + 1

Anything that ties up resources to create something customers or

stakeholders do not value is waste.

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Lean – Seven Wastes

Exercise

See if you can identify the type of waste

demonstrated before the explanation comes up on

the video (video will be stopped before each

explanation comes up)

Lean 7 Waste: Arrange Dining Set for Guest:

https://www.youtube.com/watch?v=dLhWoa-TmJY

Explanation (start from 1:44 minutes):

Lean 7 Waste: Factory Example:

https://www.youtube.com/watch?v=PpNmsQm_YSw

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Lean – Ball Point Game

Iteration Scores

1

2

3

Rules I will assign all of you as one big team

Ball must hand from one person to another until go into counting basket & every one must touch the ball

Ball must NOT be thrown (for safety)

No ball to your direct left/right neighbour

Start Point where inventory basket = End Point where counting basket is located

•Time box Iteration = 3 min In between = 2 min

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Lean – Ball Point Game

Potential Learning Points

Same time, but productivity improved (workflow has been altered)

Idea of iteration

Power of retrospective – concept of fail fast

Importance of shared goals

Self-organizing team

Face to face communication

Pull system maximizes flow – no point throwing balls to someone who isn’t

ready to catch them9

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Project Management

Is a Application of knowledge, skills, tools, and techniques to meet project

requirements

This includes:

Identifying requirements

Defining clear and achievable objectives

Balancing the competing demands for Scope, Quality, Delivery & Cost

Adapting the approach to the concerns and expectations of the various

stakeholders

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Waterfall Project – Where is the Waste?

Requirement Design Code Test Implement

See next few

slides for

some

Examples of

Project Waste

and Lean

solutions.

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1. Waiting Waste

Requirement Design Code Test Implement

2 months 2 months 4 months 1.5 months 0.5 months

Long wait for those working downstream

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1. Waiting – Analysis and Improvement with Lean

Develop

Draft Design

Review by

Peer

http://www.dilbert.com/fast/2006-08-03/

Review by

Chief

Solution

Architect

Review by

Boss

Develop

Draft Design

Review by

Peer

Review by

Chief

Solution

Architect

1 month 1 week 1 week 2 weeks

As-Is

To-Be

(AFTER

Improvement)

1 month

1 week

Example

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Lean Improvements via

Value Stream Mapping:

• Make Peer and Architect

reviews concurrent

• Remove Review by Boss

as it is non-value add

(since this Boss is not a

technical expert – process

was left over from previous

boss who was expert)

• Reduced by 3 weeks

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2. Defects Waste

There will always be defects. Any way to reduce them /

catch them earlier when easier/cheaper to fix?

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2. Defects - One Lean Way to Reduce Rework Effort from Defects

http://en.wikipedia.org/wiki/File:Test-driven_development.PNG

Test-Driven Development

– Detect defects early and reduce rework effort

Test-Driven Development

(create automated test

cases first BEFORE

coding and then test

iteratively while coding)

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Table of

Cotents for

6-months long

project with

lots of

requirements

3. Overproduction & Inventory & Excess Processing - Requirements (1a)

https://www.bportugal.pt/pt-PT/PoliticaMonetaria/Documents/CCBM2_Public_Business_Requirement_Document.pdf http://www.villagesoft.com/images/FastStart_OffPack_ChangReq1.gif

Overproduced

requirements

get superseded

and need

to be changed

before development

completed

- i.e. REWORK

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3. Overproduction & Inventory & Excess Processing - Requirements (1b)

http://ijcsi.org/papers/IJCSI-9-3-1-170-174.pdf

Requirement Changes cause

expensive rework.

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3. Requirements Overproduction & Excess Inventory/Processing – Lean improvement

E.g. SCRUM – Produce just enough requirements for each

short Sprint development (e.g. 2 week) and no changes

allowed during Sprint

http://www.youtube.com/w

atch?v=XU0llRltyFM

Adapted from: http://www.agilenutshell.com/assets/methods/scrum/scrum-overview.png

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OR split conventional project into short PHASES to reduce requirements

overproduction and excess inventory/processing

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4. Excess Processing (duplicate documentation) of Requirements

Large Overlap in Contentfor example

Requirements

DocumentTest Cases

Functional

Specs

All repeat some parts of the requirements documentation

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4. Requirements Excess Processing (duplicate documentation) – a Lean Solution

E.g. Combined Requirements, Functional Specs, Test Cases

for SCRUM development

OR use requirements/test tool which does similar for

conventional projects

http://www.its-all-design.com/being-an-agile-business-analyst/

Story

ID

Story Name As a... (Actor) I can... (Goal) Flow Step When I... (Action) Then... (Acceptance Criterion) Prototyped Agreed

PW/MG

Agreed

TUG

Agreed

Dev

Notes Test Status Defect Defect

Priority

Defect

Status

S012 View Widgets

List

(Enhancements)

General User Better

understand the

widgets list

Main 1 Request to view the

widgets list (any org

type)

2 The column headings indicate

what happens when the column

content is clicked

Y 18/11/09 25/11/09 CMC Pass

3 Column 1 header is "Req No"

(previously "Seq No")

Y 18/11/09 25/11/09 CMC Pass

4 The widgets are grouped by

initiative (with initiative sub-

headers and colour coding)

Y 23/11/09 25/11/09 CMC Pass

5 A new column "Key Req"

indicates whether key widget

(including use of icons and/or

colour)

Y 23/11/09 25/11/09 CMC CMC: Will need

to have ALT text

for the Icon as

well for

accessibility

Pass

6 For each answered key widget,

the Attainment Level column

includes a "status" indicator

showing whether or not

Attainment Level 2 reached

Y 23/11/09 25/11/09 CMC CMC: Again also

needs ALT text

for icon

Pass 1) Alt text should read "Attainment

Level 2 met/not met for Key

Widget".

Medium Closed

Pass It's showing the cross icon correctly

but it's showing the key icon

instead of the tick icon

Medium Closed

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Requirements

Functional

Specs

Test Case

#ISSlearn 21© 2016 National University of Singapore. All Rights Reserved

Lean Project Management

Principles Descriptions

1 Base your management decisions on a long-term philosophy

2 Create continuous process flow to bring problems to the surface

3 Use “Pull” systems to avoid overproduction

4 Level out the workload

5 Build a culture of stopping to fix problems; to get quality right at the first time

#ISSlearn 22© 2016 National University of Singapore. All Rights Reserved

Lean Project Management

Principles Descriptions

6 Standardized tasks and processes are the foundation for continuous improvement and employee empowerment

7 Use visual control so no problem is hidden

8 Use only reliable, thoroughly tested technology that serves your people and processes

9 Grow leaders who thoroughly understand the work, live the philosophy and teach it to others

10 Develop exceptional people and teams who follow company’s philosophy

#ISSlearn 23© 2016 National University of Singapore. All Rights Reserved

Lean Project Management

Principles Descriptions

11 Respect your extended network partners and suppliers by challenging them and help them to improve

12 Go and see for yourself to thoroughly understand the situation

13 Make decisions slowly by consensus, thoroughly consider all options; implement decision rapidly

14 Become a learning organization through relentless reflection and continuous improvement

#ISSlearn 24© 2016 National University of Singapore. All Rights Reserved

Applying Lean to Project Management

Project Initiating Process

Project Planning Process

Project Executing Process

Project Monitoring and Controlling Process

Project Closing Process

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Benefits of Lean Project Management

Empowerment of the right people to take decision at low level

Short ways of communication both horizontally (to the ‘Client’ organization)

and vertically (escalation and cascading)

Standardized processes to ensure everybody uses good practices

All elements of governance are fine-tuned to work together

Tools are there to support the team

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THANK YOU

isscp@nus.edu.sg

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For Further Information

• For related courses:• Lean IT –

https://www.iss.nus.edu.sg/ProfessionalCourses/SearchCourse/CourseDetail/tabid/267/cid/359/cname/nicf-lean-it-foundation-certification/Default.aspx

• Others –http://www.iss.nus.edu.sg/ProfessionalCourses/CourseCatalogue.aspx

• For other information:• Please refer to:

• http://www.iss.nus.edu.sg/

• Or email Chandra at:• isscp@nus.edu.sg

27(Total Slides=42) ITSM - Learning Day.pptx© 2015 National University of

Singapore. All Rights Reserved