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Troy DuMoulin, VP, Research & Development

Troy is a leading ITIL® IT Governance and Lean IT authority with a solid and rich background in Executive IT Management consulting. Troy holds the ITIL Expert certifications and has extensive experience in leading IT Service Management (ITSM) programs with a regional and global scope.

He is a frequent speaker at IT Management events and is a contributing author to multiple ITSM and Lean IT books, papers and official ITIL publications including ITIL’s Planning To Implement IT Service Management and Continual Service Improvement.

 

The Guide

"This blog is dedicated to making sense out of the shifting landscape of IT Management. Just when we thought we had a good handle on managing technology, the job we thought we knew is being threatened by strange acronym’s like ITIL, CMMI, COBIT, ect.. Suddenly the rules have changed and we are not sure why. The goal of this blog is to offer an element of sanity and logic to what can appear to be chaos."


Hitch Hiker's Guide to the Galaxy

"In many of the more relaxed civilizations on the Outer Eastern Rim of the Galaxy, the Hitch Hiker’s Guide has already supplanted the great Encyclopedia Galactic as the standard repository of all knowledge and wisdom, for though it has many omissions and contains much that is apocryphal, or at least wildly inaccurate, it scores over the older more pedestrian work in two important respects.

First, it is slightly cheaper: and secondly it has the words DON’T PANIC inscribed in large friendly letters on its cover."
~Douglas Adams

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Tuesday, January 10, 2017

Lean Service Management Resolutions For 2017

Optimizing Processes and Services for Easier, Better, Faster, Cheaper!

For me personally, the holiday season is always one of reflection on endings as well as new beginnings. It is the nature of life and the foundation of learning that we need to take time to pause, reflect and acknowledge that each year brings blessings and challenges, anxiety but also hope for the future. For many reading this article, I am sure that 2016 was a year filled with both of these extremes as we collectively observed major changes on a global, professional and personal scale. However, change is the nature of life and without it humanity would lose its competitive edge and desire to improve.

As IT professionals, we are certainly seeing a change in the wind when it comes to the language we use and the priorities we are currently focused on. As an analyst, writer and speaker focused on topics such as IT Governance, Service Management and Continual Improvement, I have noticed a dramatic shift in the language we use to describe current and near-term objectives. Just a few years ago, the words you heard in meetings, at conferences and webinars were all focused on delivering stability, reducing risk, increasing maturity and ensuring compliance. While these words remain important, our language has shifted dramatically to focus on words such as speed, agility, velocity, flow, and fit-for-purpose.

Reflecting on this dramatic shift in what we are paying attention to, it is not too difficult to determine the source of this change in focus. In summary, there are many contributing factors such as:

  • Increasing rate of business demand for IT Services
  • Growing complexity of our value systems and partner networks
  • Consumer driven expectations for on-demand, streaming and instant on
  • Reduction of human resources to deliver services
  • Inability of our current processes to keep pace or scale
  • The increased pressure of technical debt ignored for so long
  • The drive to virtualize infrastructure and network assets to increase automation
  • The growing frustration of our business customers related to our rate of delivery
  • To name just a few…

All of these items amount to what we can list on the stress and anxiety side of the scale. So where is the hope for the future?

Lean Service Management
The good news is that there is a growing recognition that, “What has got us this far will not take us further!” Companies, leaders and individuals are all beginning to recognize that it is time to simplify, standardize, modernize, accelerate and automate. In essence, we need to “Lean” out the way we get things done, address the complexity of process, architectures and organizational structures. In short, we need to get more high value work done faster in shorter iterations by reducing waste, improving flow and doing less!





We simply have no choice in the matter as pointed out by Jack Walsh in his quote, “If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” In reaction to this new reality, IT organizations are rapidly embracing the concepts of Lean, Agile and DevOps to simplify and accelerate IT Management practices such as Service Management, Project Management and Software Development. The goal being to update and accelerate the practices of the IT value chain of Plan-Build-Run to address the very real need for Better, Faster, Cheaper! Rather than think of these models and concepts as separate, it is critical to understand how each works together and collectively deliver improved business value.

At Pink Elephant, we have coined the term Lean Service Management to refer to the integrated collection and application of Lean, Agile, DevOps and IT Service Management (ITSM). To focus on only one element without understanding the relationship of each will lead you to further complexity and increased silo behavior, taking your organization further from the goal of accelerated value delivery.



So with this context in mind and looking to the bright future of 2017, my wish is that as an industry we make the following resolutions!

  1. Learn & Apply Lean Practices To IT Processes - It’s time to take a hard look at your existing processes for Service Management, Software development and Project Management with a focus on simplicity, removing waste and increasing speed. Lean and Agile principles teach how to be faster, cheaper, better!

  2. Embrace Lean Service Management Gain an understanding of how Lean, Agile, DevOps and ITSM relate and how they are more effective collectively. Increase your professional skills in these areas by considering training, conferences and webinars on how to integrate these practices for maximum effect.

  3. Establish Structures, Roles & Cross-Functional Teams Which Enable High Velocity Collaboration - Establish service and market-oriented cross-functional roles and teams who own the full lifecycle of a service including responsibility for ongoing support and improvement.

  4. Strengthen/Upgrade Your Leadership & Organizational Change Management Skills - Agile and DevOps teams require leadership skills, which enable and facilitate high performance teams. Learn what it really takes to be a highly effective Lean leader to collaborate, improve personal accountability and establish a continual improvement mindset.

  5. Attend Pink17 In February - Kick-start and fast track your personal journey of understanding and application of Lean Service Management principles by attending an event uniquely designed to give you maximum exposure to build on the knowledge you already have and increase the value of your organization’s investment in ITSM processes and tools.

The future is always uncertain but the trends are clear, for those that have eyes to see and ears to hear. Join Pink Elephant and I, by acknowledging these changes by boldly embracing Lean Service Management principles!


Troy’s Thoughts What Are Yours?

”There are four purposes of improvement: easier, better, faster and cheaper. These four goals appear in the order of priority.” ~Shigeo Shingo

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Thursday, December 08, 2016

PR 71 - Using Kanban for ITSM & Operations

Being able to visualize work and create transparency is the beginning of improvement

One of the major tenants of Lean thinking is the principle of Jidoka, which means “making the invisible visible”. Creating transparency in how work is received and completed is a critical step in order to understand, measure and improve. This reality has given rise to the Lean practices of Visual Management or as one organization I know likes to call it:  “Working Out Loud.” In this session George and I are talking with our return guest J. Paul Reed about his views and experiences of how a Kanban Board allows organizations to create transparency into work, provide key metrics such as Lead and Cycle Time, identify Bottlenecks and quickly act on visual cues to improve throughput.

The Kanban board is one of the most widely adopted Lean tools and has become popular with the Agile and DevOps movements and is now finding its way into IT Service Management and Operations processes. Join George, Paul and I as we explore this topic and provide examples of how Kanban enables IT teams to improve visibility into both planned and unplanned work and how it ultimately helps teams by honouring reality.

  • Guest: J. Paul Reed
  • Kanban -  Origins Toyota Production System & Lean Thinking
  • Kanban - Make work visible and focus on the flow
  • Challenge was how to use a Kanban for un-planned work
  • Agile and DevOps leverage Visual Management and Kanban boards to visualize work in progress
  • Using Kanban when a team is distributed or virtual
  • The focus is how is working flowing, where are the bottlenecks?
  • Unplanned work often is what consumes the majority of existing capacity, Kanban makes this visible
  • Kanban allows you to honour reality
  • Kanban is the only place where all work is visible - (The Lean principle of Jidoka)
  • What is not understood / defined cannot be stabilized, measured, improved
  • Kanban improves flow by limiting Work In Progress and increasing throughput
  • The cost of task switching (every time you interrupt someone writing code you loose 1/2 hour)
  • Even machines suffer from Context Switching
  • Discounting the myth of unlimited capacity
  • Taiichi Ohno “Let the flow manage the process and not management manage the flow”
  • Kanban scales very well to groups or scales down to individual work
  • Scrumban
  • Using Agile - Scrum and Kanban for Request Fulfilment
  • Using Kanban for 1x1 and explaining unplanned work
  • Value Stream Maps vs Kanban Boards
  • Can you use Scrum for Unplanned work?
  • Kanban can be used for both Planned and Unplanned work
  • How do you do Kanban wrong? (Organization’s with a blame and shame culture)
  • If Kanban does not have Work In Progress limits it has limited value
  • Personal Kanban
  • Using Kanban boards for personal life (MediaBan, ChoreBan,….)


George’s, Paul’s & Troy’s thoughts what are yours?

“I find that when you open the door toward openness and transparency, a lot of people will follow you through.” ~Kirsten Gillibrand

 


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Monday, September 26, 2016

The Pressures of Demand and Supply

The full Blog article is posted on LeanKit.com: I recently had the opportunity to be a guest blogger on LeanKit’s community blog. You can find the full post at the link below

Making IT Better, Faster, Cheaper

 

The IT industry is going through a profound shift based on market pressures it has, in one sense, helped to create. The speed and cultural expectations that have evolved from an Internet/streaming economy have created a business culture and expectation which requires unprecedented levels of agility to remain viable — let alone profitable. This has created a downstream impact on internal and external IT providers, who must find ways to optimize the way they process requests and deliver services.

However, one might argue that the need to move faster has always been a constant pressure. While this is true, there are relatively recent, unique factors that have kicked this requirement into high gear over the past three years.

Localized Optimization in IT Value Streams

Lean and systems thinking teach us that any value stream is constrained by its bottlenecks. To even identify where these bottlenecks exist in a system, one must be able to visualize the IT value stream in order to identify areas of blockage.

The challenge with this is that traditionally, IT has not been optimized from a value stream orientation.  Instead, IT has been focused on localized and domain optimization, based on vertical, silo-based technology towers. While the lifecycle concept of Plan-Build-Run has been around for a dog’s age, and frameworks such as ITIL®, TOGAF, and COBIT® have provided systems thinking context and examples, the governance of IT has been fragmented by the technology domain.

This means very few IT leaders look at optimizing the flow of the enterprise value system, but instead look for ways to optimize Plan-Build-Run activities as distinctly different focus areas. Look closely and you will see that many organizations will have separate strategies for each technology tower without considering the full system’s performance.

An Unsustainable Model for Managing IT Complexity

For the full article please follow this link: The Pressures of Demand & Supply

Troy’s Thoughts What Are Yours?

“Society has always to demand a little more from human beings than it will get in practice.” ~George Orwell

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Posted by Troy DuMoulin on 09/26 at 02:20 PM
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