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
Thursday, July 28, 2016
PR 70 - Release Management & DevOps Teams
Organizational culture & cross functional teams are critical ingredients for rapid and secure releases
The best processes in the world are meaningless unless you have an effective teaming structure and enabling culture. The setup and use of cross functional teams (x-teams) has long been researched and documented as a way to overcome organizational challenges with silo mentality, issues of waste and speed caused by the challenges of complex environments and work handoffs. Wikipedia: Cross Functional Teams
These principles and practices are reflected in Lean’s use of Kaizen improvement teams, Agile’s borrowing of the Rugby Scrum team model and now DevOps is leveraging these principles in what has been referred to as a DevOps Team. However this concept was not invented by these movements but has been adopted to deal with challenges which impact all IT functions that work within complex systems.
Join George and I in this entertaining podcast as we discuss this topic with our special guest J. Paul Reed who is a Release Engineer and an early pioneer in the DevOps community.
- Special Guest: J. Paul Reed
- PR 68 - DevOps, ITSM Release & Aviation Best Practices
- Release Engineering - What DevOps became
- How does ITIL Release & Deployment tie into DevOps?
- Webinar: The Relationship between Agile, Lean & DevOps
- The DevOps Team (Cross functional / X-Team)
- Do you need a DevOps Team?
- Aviation metaphor - Release & DevOps Teams
- The DevOps Team & control processes like Change Management
- The Rugby Scrum Team moving the ball all the way to the goal
- The DevOps Team is not disconnected from the organization as a whole
- Moving more decision power to the Cross Functional (X-Team)
- The DevOps team is accountable for their own work / results (Accountability)
- Smaller batch work lowers risk and increases speed
- Agile Retrospectives are all about not re-living pain and consequence
- DevOps Team size? (Core, Cousins & Extended Family)
- Website on DevOps Team Structures (DevOps Topologies)
- Making risk visible is difficult when a culture of blame is the current state
- DevOps is fundementally about culture and structure
- Accountability in a Continuous Delivery process is scary
- Humans Factors and Systems Safety Master Degree
- The Lean Andon Cord without the supporting culture is not effective
- DevOps team’s live within a society / a larger organization that enforces its own controls
- Improving Release Deployment is impacted by structure and team systems
- Pick the structure that works for your organization
George’s, Paul’s & Troy’s thoughts what are yours?
“Great things in business are never done by one person. They’re done by a team of people.” ~Steve Jobs
To subscribe to Pink’s Podcasts on iTunes
Wednesday, May 25, 2016
PR 69 Using Lean Kaizen Improvement Across The Enterprise
Developing a Strategic Advantage As A Learning Organization
Comfort and contentment with the Status Quo is a slow but sure path to obscurity, irrelevance and obsolescence. As the 2nd law of Thermo Dynamics teaches us the moment we stop inserting new energy into a system balanced with a healthy dose of discontentment and curiosity with our current state we begin the long slow slide of Entropy.
Organizations which fight this slow fade to black encourage and develop a culture focused on continual improvement or in lean words establish a learning / kaizen mindset. This core Lean principle is at the heart of recent developments in the IT industry related to Agile and now DevOps principles.
Join George, Damon and I as we discuss the concept of a Kaizen or Learning Organization and how developing a Kazien mindset is a critical element for every organization wishing to remain relevant.
- Guest: Damon Edwards co-founder of DTO Solutions
- Damon Edwards Twitter: @damonedwards
- Kaizen Event Definition - Incremental Continual Improvement
- Kaizen Mindset vs a Kaizen Event / Techniques (Learning how to fix yourself as a company)
- Kaizen Mindset as a Learning Enterprise provides a strategic advantage
- Troy’s funny Kaizen story - Home Life - No Zen in the Den!
- The best organizations have a mindset of continual improvement as part of their culture
- Daily Kaizen vs a Kaizen Event (A Kaizen Lens)
- Improvements should not be isolated without a system context
- Theory of constraints teaches us about the challenge of isolated improvements
- Kaizen Thinking = System Thinking
- Understanding the focus on both Value and Flow
- Quality Focused - Jidoka (Making Problems Visible)
- IT struggles with Silos
- Structure can often get in the way of Flow
- Structural / Silo Culture is a management created problem and opportunity
- DevOps (Solution or the Outcome)?
- DevOps is a really just a label around a set of problems and set of solutions (Faster / Higher Quality)
- DevOps is really just about Business and IT Alignment issue of Demand and Supply issues
- Theory of Constraints (TOC) is critical to improve flow
- DevOps came from a conference in 2009 (Origins)
- DevOps and ITSM have several goals in common
- DevOps is not just a tool or a rebranded Release Team
- DevOps and Lean are Learning Mindsets vs frameworks
- Creating new silos & dysfunctions with Bi-Model structures
George’s, Damon’s and Troy’s Thoughts What Are yours?
“Progress is impossible without change; and those who cannot change their minds cannot change anything.” - George Bernard Shaw
To subscribe to Pink’s Podcasts on iTunes