Describe the structure of the 15 weeks mission to initiate the Culture Change. Based on Lean & Agile priciples, framework & toolkit. Result from 5 years experience

1. Methodology
Lean IT Transformation mission
the Goal:
• Describe the structure of the 15 weeks mission to initiate the Culture Change
• Based on Lean & Agile principles, framework and toolkit
Key points: application of Lean & Agile principles on a real case
15 weeks
to manage
the Change
Customer not satisfied
with the product or
service delivered
50% Agile
Team
overburden
Project not
delivered in
time & budget
50% Lean
The team’s Change Story

2. Lean IT Transformation Structure
tested & improved during 5 years of implementation
the Goal:
• 15 weeks for 3 to 5 change management consultants to initiate the Change in a Domain of ~50 people
• Coach the team on Leadership & start to implement their improvement plan based on Lean & Agile
the key points: the 15 weeks are the introduction of a longer term story. You setup the team and the
Agile iteration to be able to setup the code factory
Lean IT Transformation Structure
15 years
experience on
IT projects
5 years of Lean IT
Transformation program
McKinsey 5
dimensions approach
Agile
methodologies:
SCRUM & Kanban
Lean from
TOYOTA
The team’s Change Story

3. Lean IT Transformation Structure
tested & improved during 5 years of implementation
the Goal:
• The diagnosis through the 5 dimensions helps the team build its Change Story focused on the Customer
• The Agile 4 values & 12 principles help the team to implement in an adaptive way
Voice of
the
Customer
Performance
Management
& Organisation
Skills
Mindset &
Behaviour
Process
Efficiency
Agile
Individuals and
interactions
over processes
and tools
Customer
collaboration
over contract
negotiation
Working
software
over
comprehensive
documentation
Responding
to change
over
following a
plan
50% LEAN
The 5 dimensions of the
Change Story
50% AGILE
The 4 values of successful projects

4. Lean IT Transformation Structure
Combine Lean & Agile to make a whole consistent framework
the Goal:
• The diagnosis through the 5 dimensions help the team build its Change Story focused on the Customer
• The Agile 4 values & 12 principles help the team to implement in an adaptive way
the key points: Process Efficiency on IT is closely related to the code factory. You need to have the
contribution of an expert on this IT domain, internal or external
50% LEAN
The 5 dimensions of analysis
50% AGILE
The iteration for implementation
Voice of the Customer
• Understand Customer Needs and Expectations
Performance management & Organisation
• Matricial organisation: make the silos communicate & collaborate
to fluidify the End-to-End process
• Hoshin-Kanri: ask the Business & Sponsors to define the Vision,
ask the teams to translate it on projects
• Agile iteration: frequent feedback loop to manage the complexity
of matricial organisation & Vision implementation
Process Efficiency
• Map & visualise processes to make the team solve their problems
• Implement or improve the code factory
Mindset & Behaviour
• Empower people to lead the team toward a common vision
• Lean management and role-modeling to inspire people
Skills
• individuals have the skills to deliver on their areas of
accountability (Best practice, training/coaching plan , …)
To avoid this situation …
… setup the iterative Agile framework

5. Project Charter
The sponsor’s Vision & the project frame
the Goal:
• Write the Project charter with the sponsor before the mission
• Official kick-off with the Sponsor and the team to engage the whole team for instance during a bootcamp
Context & Sponsor Vision
• Explain the global context to which the project is contributing
• Explain the Vision, the Direction the team has to search
Scope
• In: explicit clearly what is In the project
• Out: explicit clearly what is Out the project
Timeline
• Duration:
• Kick-off:
• Phasing:
the key points: the A3 format. Give all the key elements of your projects on a single A3 page so that the
Sponsor can take the right decision. Main document for the Team Kick-off
Problem & Goal statement
• Translate the Vision at the team level
• Explain the problem listing its consequences and the Business
impact with figures and facts
• What could be the ideal solution to that problem? Initiate your
Change Story. For instance
• Build the team
• Build the Agile iteration
• Build the code factory
On the Credit Analyst department, ‘Build the code factory’ could
be replaced by ‘Build the Credit Proposal factory’
Risks
• Think about the known or potential risk the project might face
Team
Clarify the roles, who will play those roles, what’s expected from them
also in terms of availability and average workload
• Sponsor:
• Project leader:
• Main contributors:
• Change consultants:
ROI
Why the Sponsor should finance your project?
Show the Value Added of the project listing a high estimation of
• The main Benefits:
• The main Cost:

6. Lean IT Transformation
Structure & macro planning
the Goal:
• Setup the continuous improvement culture & structure
• Both at macro & micro level of the project
The key points: the Deming Wheel also named PDCA cycle is the basis of LEAN and Agile methodologies
2 weeks 3 weeks 2 weeks 1 week 7 weeks
Understand business
aspirations
Establish and train
team
Begin data collection
Create a shared
understanding of
the current state
Design ideal future
state
Agree on aspirations
(5-7 big initiatives)
Establish
performance targets
Plan and
prepare
actions
Put in place
future state
design
Support step-
change in
performance
Continue
incrementally
improving the team,
the iteration, the
code factory & the
product
Define and measure Analyse Implement Check
Ongoing
ImplementPrepare Diagnose Design Refine

7. Lean IT Transformation
Structure & macro planning
the Goal:
• List the main topics, key questions covered & pack used to coach the consultants & clients
• Present a macro planning: what pack used when?
Legend: VOC = Voice of the Customer. PE = Process Efficiency. PM = Performance Management.
Orga = Organisation. M&B = Mindset & Behaviour

8. Lean IT Transformation
Structure & macro planning: focus on PE (Process Efficiency)
• Question 1: How the real process is working?
• Question 2: How the actuals are split?
• Question 3: What is the average leadtime (per activity)?
The key points: map at minimum the maintenance activity. Then complete it to have the project process.
For the actuals, study the shortest past period representative of the team activity (warning on cyclicity)