Lean or Agile: using kanban to build in ...
In lean, kanban is a kaizen tool to reach single-piece flow, and so build in quality through Jidoka. In other words, kanban is a learning tool. In agile, kanbans and burn-down charts are often used as execution tools to make the process more agile, but without any direct impact on quality. By rethinking the underlying principles of kaban and built-in quality we can shift the focus back on product quality in development projects. How to build-in quality into design, and why using kaban properly really matters. Built in Quality by Michael Ballé – Lean IT Summit...
Transforming ICT Service Delivery throug...
The success of any ICT Service Delivery project hinges on how fast we can identify the problems, drill down to the root causes and continuously work towards improving upon them. The transformation story of a large ICT project at Ericsson is a classic example of one such successful engagement. It is a case study on how Lean Thinking can trigger a completely different mindset thereby bringing in a change in attitude and culture. This Application Development & Maintenance project was technically challenging and required 32 different skills across 9 functional areas from...
Service Desk – VOC: the heart of Lean in...
OobeyaIT – APTiTUDE at the Service Desk How did a Service Desk help lead the change of culture and improvement within a financial services organisation? The problem: IT management had changed from a service to project culture so CREATE side did not talk to the run side until to late. So the Service Desk was repeatedly solving things, performing unneeded tasks, had poor KPIs and tools, and higher costs. One year later and we were the Face-of-IT with measurable days saved in tasks, 80% satisfaction improvement, accelerated request fulfilment, happier staff and gave more... Improve software development speed beyon...
Until the end of 2011, Theodo was a classic software consulting company proposing fixed-fee projects in waterfalls methods. During 2012 and 2013, we introduced the principles of agility and lean both in our core business activity and in our organisation as a company. And to say the least, we had some outstanding results which we are happy to share. Some of the key results presented: lead time on projects, client satisfaction, operational margin. For each indicator, I will describe what we did, what actually did not work … and of course what worked. ...