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Don't Panic



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Troy DuMoulin, VP, Research, Innovation & Product Development

Troy is a leading ITIL® and IT governance authority with a solid and rich background in Executive IT Management consulting. Troy holds the ITIL Service Manager and 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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Sunday, July 13, 2014

PR 59 - LeanIT - Gaining Sr. Leadership Buy In

Enabling Leaders To Make A Difference & Teach Others To Do The Same

Most Sr. leaders have a clear vision about what they want to accomplish and where they want to go in respect to their strategic goals. Many have a solid plan for how to deploy the changes they wish to accomplish. However few Sr. Leaders understand how to effectively make their plans a reality coupled with the ability to sustain them after they are no longer engaged.

LeanIT offers a set of principles, thinking models and tools that provide Sr. Leaders with the skills and knowledge they need to accomplish their objectives. However, the challenge is how to convince them that LeanIT offers tangible methods to accomplish sustainable results.

In this episode of Practitioner Radio George and I speak with Mike Orzen who is a co-author of LeanIT; a popular and Shingo Prize winning book on the subject of applying Lean principles to IT Services and Processes.

Show Notes:

  • Special Guest – Mike Orzen
  • LeanIT Book
  • LeanIT winner of the Shingo Prize
  • Lean a Business Improvement Model now being applied to an IT Context
  • The Elevator Summary: “Creating value for the customer with the least amount of effort required.
    • Doing the work right, complete, accurate the first time (Quality)
    • Least Amount of time necessary (Delivery Time)
    • Focusing on Quality and Delivery Time we get (Flow)
  • Lean Summary from Mike Orzen
  • Lean also means getting on the “Lean Scale” looking for waste starting with an assessment
  • Lean is about changed behaviors: Problem Solving, Transparency of Issues, Alignment of Leadership, Management and associates
  • Lean environments generate an atmosphere of trust and no-fear
  • In many IT Environments it is better to look good as opposed to being good “Blowing Sunshine Upstairs”
  • Go To Gemba – getting to the ground level and seeing challenges at the source
  • Bottom Up – Top Enabled Successful Transformation
  • Gorilla Lean with the collation of the willing
  • Developing a center / island of excellence
  • Improvement In Stealth mode – wining the ability to sell up
  • 75% of LeanIT Opportunities do not have a company wide Sr. Leadership commitment
  • Make sure you pick LeanIT Projects that will be your poster children
  • Kaizen Improvement (personal, department, process, system)
  • People say and do exactly what their bosses focus on most frequently
  • The beliefs and practices of Leaders / Bosses have a huge implication on whether lean projects are successful
  • Process Frameworks such as ITIL or COBIT describe the right things to do (effectiveness) – Lean focus on doing the right things at the right level. (efficiency)
  • Adopting best practices with out Lean thinking puts the design at risk of being over engineered.
  • Lean Approaches can be applied to any discipline (cyber security example)
  • Questions to ask Leaders:
    1. Are you getting the results you need?
    2. Are you maintaining the ability to sustain those results?
    3. Are you able to attract and retain great people?
    4. How do your people feel about coming to work and recommending your company to other for employment?
  • Lean is about:
    1. Getting results
    2. A Culture of trust and respect
    3. A Culture of continual process improvement & daily team based problem solving
    4. Alignment of purpose
  • Lean is more about improving throughput and speed of value delivery versus cutting costs
  • Lean Leaders and Management need to do the following: Eliminate Waste, Teach Others to do the same
  • Lean Leadership:
    1. Clear Vision of the goal
    2. Leaders Have a Plan to deploy the goal
    3. Leaders and Managers set a behavior based examples for others to follow
  • Three steps to get Leaders to move forward with LeanIT
    1. Get the Leaders involved in the assessment
    2. Get some of the leaders involved in the analysis and planning
    3. Use a rapid cycle deployment model for everything you do (2 weeks max to deliver results)
  • Lean gives you a concrete CSI Method and thinking process
  • Three Questions to ask as part of your LeanIT efforts
    1. What are we doing now that we doing now that we need to stop doing?
    2. What are we not doing now that we need to start doing?
    3. What are we doing now that we need to keep doing?

Troy’s, George’s and Mike’s Thoughts What Are Yours?

““Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence.” ~(Harvard Business School definition of leadership)”

To subscribe to Pink’s Podcasts on iTunes 

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Posted by Troy DuMoulin on 07/13 at 03:14 PM
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Don't Panic

Sunday, June 22, 2014

PR 58 The IT Factory – Craft or Utility?

To Build And Govern A Federated and Diverse IT Services Empire You Need Roman Roads

In this Episode of Practitioner Radio George and I review key manufacturing terms and concepts and apply them to IT Service Management concepts. In principle it is important to understand that the nature of service delivery can vary widely from custom developed Engineer To Order all the way to standardized Make To Stock service offerings. In fact most IT Service organizations will have to manage a service portfolio with offerings across the full range.

The challenge comes when most services we deliver are custom and very little has been standardized. While it is certainly possible to operate in this fashion (and many if not most IT shops do) it is not advisable since this service delivery model bears the consequences of high variability, complexity, risk, cost and low throughput.

What made the Roman Empire great is that it knew how to Govern a diverse set of regionally unique provinces (service providers), by leveraging the strength of their native differences and creativity while establishing standards and roman roads when required to hold the complex empire together for hundreds of years.

Internal IT organizations do not have to choose to be either a Craft or Utility focused provider. Rather they have to agree and define which services will be custom developed and which ones will become standardized Roman Roads spanning the political, geographic boundaries and silos of the IT Enterprise Value System.

Show Notes:

Troy’s and George’s Thoughts What Are Yours?

“All roads lead to Rome.” ~Jean de La Fontaine

To subscribe to Pink’s Podcasts on iTunes 


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Posted by Troy DuMoulin on 06/22 at 07:49 PM
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Don't Panic

Friday, May 16, 2014

PR 57 – The Power Of Simulations For Experiential Learning

Some Times You Have To See & Experience It To Believe & Understand

If you are like me I learn best by seeing and getting hands on with the subject matter or concepts I am in the process of learning. In fact according to learning style research technically inclined people often learn best through visual and experiential learning approaches vs auditory styles. This being the case we need to look carefully at how use case simulations can be leveraged to achieve individual and corporate learning objectives. 

In this session George and I explore the power and use of Simulations as a tool to change attitudes and behaviours as well as being a key learning tool. Of course it is an added bonus if we can have a good time while achieving our learning objectives. In this context we also discuss two GamingWorks Simulations Pink uses as part of our Education and Training portfolio.

Show Notes:

Troy’s and George’s Thoughts What Are Yours?

““Don’t learn to do, but learn in doing.” ~ Samuel Butler

To subscribe to Pink’s Podcasts on iTunes 

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Posted by Troy DuMoulin on 05/16 at 02:15 PM
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