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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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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.

Show Notes

  • 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

 


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Posted by Troy DuMoulin on 05/25 at 01:17 PM
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Don't Panic

Wednesday, April 27, 2016

PR 68 - DevOps, ITSM Release & Aviation Best Practices

What Aviation Practices Can Teach Us About Landing High Volume Release’s In Production Without Failure

One of the main challenges IT Organizations face is how to release updates to the production environment in an accelerated but yet safe manner. The opportunity and challenge of DevOps is how to accomplish both both goals of (speed and safety). In today’s PR Radio episode George and I speak with our guest J. Paul Reed about what the Aviation Industry can teach us about how to do exactly this!

Join Paul, George and I as we discuss how DevOps, ITIL Release & Deployment and Change Management can successfully be integrated based on these principles

Show Notes

  • Guest: J. Paul Reed
  • Release Engineer - now called DevOps
  • DevOps Case Studies: DevOps in Practice
  • Case Studies: Nordstrom and Texas.gov
  • DevOps typically starts with a “Crater Event”
  • Release Engineering and the aviation term - “An Approach Procedure”
  • Release Engineers as Air Traffic Control and Developers as Pilots
  • FAA - Air Traffic Management - Local and National (ITSM / ITIL Connections)
  • FAA: Minimum Equipment List (MMEL)
  • (MMEL) similar to ITIL Release & Deployment production assurance requirements
  • DevOps, Release vs Deployment and Change Management
  • The role of Release Engineering changing based on the focus on flow and automation of continuous delivery
  • Breaking down silos and increasing flows through DevOps cross functional teams
  • Release ensures that Non-Functional as well as Functional / Feature User Stories
  • Minimal Equipment List vs Minimum Viable Product
  • The Checklist Manifesto as an effective control
  • Release Deployment / Continuous Delivery and Naval Pilots

DevOps In Practice

http://www.oreilly.com/webops-perf/free/devops-in-practice.csp

George’s, Paul’s and Troy’s Thoughts What Are Yours


“Three reasons problems are inevitable; first, we live in a world of growing complexity and diversity; second, we interact with people; and third, we cannot control all the situation we face.” ~jose John C. Maxwell


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(0) Comments
Posted by Troy DuMoulin on 04/27 at 03:12 PM
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Don't Panic

Tuesday, March 22, 2016

PR 67 - The Lean IT Field Guide

How Organizations Can Effectively Adopt Lean IT Practices & Culture

Many organizations have embraced Lean Thinking and Continual Improvement. They start by building awareness and investing in education but then struggle on how to actually get started and to effectively change culture.

Join Mike Orzen, George and Troy as they discuss Mike’s new book offering practical guidance, lessons learned and practical strategies for enabling a mindset and culture of continual improvement.

Show Notes: