As organizations shift gears to accomodate the business need for speed and agility, there is a growing interest in models and methods to accelerate business value generation. However, at the same time, there is growing confusion on how these different models such as Lean, Agile, Project Management, and DevOps connect and how they relate to the principles and practices of IT Service Management.This presentation shows how to leverage each of them to accelerate value creating processes.

1. Putting the Puzzle
Together: Integrating
Best Emerging
Practices

2. Lean IT Association
Executive
Webinar Series

3. Host and Moderator
Deborah Burton
Member Marketing Team
Lean IT Association (LITA)

4. Watch the webinar recording
Webinar Recording
30-Minute Practical Use Case:
Demonstrating Lean IT
Leadership in Action

5. LITA - Pioneering a Global Standard for
Lean IT Education & Certification
● Lean IT Association (LITA) is a non-profit organization founded by
three Accredited Training Organizations (ATOs) - ITpreneurs, Pink
Elephant, Quint Wellington Redwood and three Examination Institutes
(EIs) - APMG, EXIN, PEOPLECERT International Ltd. To realize its
broader purpose LITA aims to provide:
● An industry-standard set of Lean IT reference materials and other
resources for practitioner organizations to use;
● An certification scheme aimed at practitioner organizations looking to
adopt Lean IT principles in the IT Service development and operations
department as well as professionals that want to be certified in Lean
IT on various levels.

6. Featured Presentation
Putting the Puzzle
Together

7. Putting the Puzzle Together
Troy DuMoulin
Vice President of Research and
Product Development

8. • The New Mantra – Better, Faster, Cheaper
• Lean Practices
• Agile Software Development & Project Mgmt.
• DevOps Principles & Practices
8
Objective
Understand how the new emerging practices of Lean
IT, Agile and DevOps are being adopted to support
accelerate and optimize IT Management practices.
Agenda

9. The ‘‘Risk’’ Gap For Business
Growth Goals
9
Increasing Demand
•Increasing number of products and services
•Increasing rate of change
•Increasing complexity/data interdependency
•Increased speed and efficiency
•Increased speed to market
•Reduced costs
IT Process / Data / Capabilities
•Silo / Fragmented Data Sources/redundant
processes
•Lack of integration, automation
•Lack of visibility
RISK GAP?
Operating as a mature IT Service Provider requires managing demand and efficient management
processes and data across silos!

10. Better - Faster - Cheaper Mantra
10

11. New Language - New Balance
11

12. The Evolution - The Accelerators
12
IT Service Management / SDLC / Project Management

13. Lean - Customer Value At the
Center
13
Assess if all the
activities in the
process add value in
the eyes of the
customer
Create continuous
flow in production with
the Just-in-Time
approach and reduce
peak and low volumes
Demand triggers the
process chain in order
to reduce stock
First time right
Focus on quality and
prevention of defects

14. The 3 M’s Of Waste
• Muda – Unnecessary, Non Value
• Mura – Variation, Variance
• Muri – Over Burdened
Waste
Muri
Mura
Muda
14

15. Examples of IT Waste
15
● Multiple Service Desks all with their own tools and separate processes
● Massive amounts of wasted server capacity due to a lack of Capacity and Demand
Management
● Redundant and duplicate IT Management tools being purchased by various IT departments in
the same organization
● Redundant IT groups and stealth data centers being built by “independent” parts of the
business
● A willingness to solve the same Incidents 1000s of times without looking at the root of the
problem
● Multiple Change Management processes due to political boundaries
● Losing track of tens of thousands of dollars of IT assets due to poor tracking controls and
inventory processes
● Supplier contracts expiring without knowledge until an Incident occurs
● A willingness to supply multiple/duplicate versions of the same services
● The loss of massive amounts of business productivity due to Incident tickets which disappear
into the IT back office black hole until someone shouts loudly enough
● The total lack of ability to provide visibility into the cost of an IT service
● The list goes on...

16. Proactive Problem Solving
Reactive vs. Proactive Problem Solving
Lean is not just about hunting down waste and reacting to the crisis of the day.
Its goal is to move an organization to a desired state through relentless
problem solving and incremental improvement.
16

17. What Is Agile?
17
● Agile (adjective)
○ Able to move quickly and easily; well-coordinated
○ Able to think and understand quickly; able to solve problems and have new ideas
● Agile enterprise – a fast moving, flexible and robust company capable of rapid
response to unexpected challenges, events and opportunities
● Agile software development – a group of software development methods in which
requirements and solutions evolve through collaboration between self-organizing, cross-
functional teams
Agile software development
methods deliver working
software in smaller and more
frequent increments.

18. Agile Variation
18
There are many
different Agile
Variations

19. Agile Vs. Waterfall
It’s an ongoing debate… which methodology for managing software design and development
projects is better, agile or waterfall?
Agile
● Iterative
● Incremental
● Decisions are made based on observation
and experimentation rather than on detailed
upfront planning
Waterfall
● Linear
● Sequential
● Phased approach
● Move to next phase only when previous
phase is complete
19

20. Velocity Vs. Agility (Systems Thinking)
20
Velocity = Speed With Direction!

21. Traditional vs. Agile
21

22. SCRUM: Agile Product Development
22
Estimates
Product Owner
Product Backlog
Time Boxed
SprintsRelease Backlog
User Stories
Velocity
Burn Down Chart
Scrum Master
Ship-Ready
Feature Set
Retrospective
Daily Scrum
www.youtube.com/watch?&v=XU0llRltyFM

23. Problems Between Dev & Ops
23

24. DevOps Principles - C.A.L.M.S.
24

25. Practices of DevOps
25

26. ITIL Service Lifecycle Process
26
SERVICE DESIGN
● Design Coordination
● Service Level Management
● Service Catalog Management
● Supplier Management
● Availability Management
● Capacity Management
● IT Service Continuity
● Management
● Information Security Management
SERVICE TRANSITION
● Transition Planning & Support
● Change Management
● Service Asset & Configuration
Management
● Release & Deployment
Management
● Service Validation & Testing
● Change Evaluation
● Knowledge Management
SERVICE OPERATION
● Event Management
● Incident Management
● Request Fulfillment
● Problem Management
● Access Management
Functions:
● Service Desk
● Technical Management
● Application Management
● IT Operations Management
SERVICE STRATEGY
● Strategy Management For IT
● Services
● Service Portfolio Management
● Business Relationship
Management
● Financial Management For IT
Services
● Demand Management
CONTINUAL SERVICE
IMPROVEMENT
● Seven Step Improvement

27. 27

28. Contact: www.leanitassociation.com
Or follow us on LinkedIn:
www.linkedin.com/company/lean-it-association
t.dmoulin@pinkelephant.com deborah.burton@ileanitassociation.com

29. Watch the webinar recording
Webinar Recording
30-Minute Practical Use Case:
Demonstrating Lean IT
Leadership in Action

30. Lean IT Association
Thank You!