Personally designed, officially accredited Lean IT Foundation courseware. Trademarks are properties of the holders, who are not affiliated with courseware author.

2. Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/7 | 2/141

3.  Please share with the class:
 Your name and surname
 Your organization
 Your profession
 title, function, job responsibilities
 Your familiarity with the Six Sigma
 Your familiarity with the
Agile/Lean/Kaizen
 Your personal session expectations
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4.  History of Lean
 Principles of Lean IT
 Lean terminology
 Mutual understanding
 Analysis tools
 Preparing for Lean IT exam
Main goal
 Attempt Foundation exam with confidence
 Begin to apply Lean IT, tailoring it to your own
projects’ needs
Secondary goal
 Benefits and value of Lean IT
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5.  Foundation Exam
 Paper based and closed book exam
 Only pencil and eraser are allowed
 Simple multiple (ABCD) choice exam
 Only one answer is correct
 50 questions, pass mark is 25 (50%)
 1 hour exam
 No negative points, no “Tricky Questions”
 No pre-requisite for exam
 Sample, one (official) mock exam is
provided to you
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
M00 - Course introduction 5/7 | 5/141

6. AgilePM syllabus section code and title
IN Introduction of Lean
CU Customer
PR Process
PE Performance
OR Lean Organization
BA Behaviour & Attitude
PS Problem Solving
Syllabus Handbook Page
Module slide number / total module slides
Slide number /
total slides
Module number
and name
Lean IT
handbook page
Lean IT syllabus
section code
Lean IT is defined in the Lean IT:
Enabling and Sustaining Your Lean
Transformation handbook
• 1st edition, 2010
• ISBN-13: 978-1439817568
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7. twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław Dąbrowski
Agile Coach, Trainer, Consultant
(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer / Coach
• Creator of 50+ mind maps from PPM and related
topics (2mln views): miroslawdabrowski.com
• Lead author of more than 50+ accredited materials
from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL,
M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP,
CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
• Creator of 50+ interactive mind maps from PPM
topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project
management portal: 4PM: 4pm.pl (15.000+ views
each month)
• Editorial Board Member of Official PMI Poland
Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods
translator for Polish language
• English speaking, international, independent
trainer and coach from multiple domains.
• Master Lead Trainer
• 11+ years in training and coaching / 15.000+ hours
• 100+ certifications
• 5000+ people trained and coached
• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a
Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum
• Agile Coach coaching C-level executives
• Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams
• Experience multiple Agile methods
• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects
• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years
• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based
on ISO/EIC 27001
• 25+ web portal design and development and
mobile application projects with iterative,
incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank,
Descom, Ericsson, Ericpol, Euler Hermes, General Electric,
Glencore, HP Global Business Center, Ideo, Infovide-Matrix,
Interia, Kemira, Lufthansa Systems, Media-Satrun Group,
Ministry of Defense (Poland), Ministry of Justice (Poland),
Nokia Siemens Networks, Oracle, Orange, Polish Air Force,
Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom,
Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy,
Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…
miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved
Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management,
Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,
DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0,
ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development /
Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM
Simulation …
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9. 1. Introduction of Lean
2. Customer
3. Process and Value Stream Mapping
4. Performance Management
5. Organization
6. Problem Solving with Kaizen
7. The Lean Organization and Attitude
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10. Customization
Highly skilled workforce
High cost
Moving Production Line
Production Engineering
Low cost, inflexible model
Focus on quality
Just-in-time production
Continual Improvement
Proved the value of
continual improvement
at General Electric
Services & Health
Professionals
Productivity improvement
Business process
improvement
1910 1920 19551887 2000
Scientific
management,
labour productivity
Craft Production
Mass Production
Toyota Production
System (TPS) Lean In Service
Taylor Jack WelchDeming
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11. Traditional Management Lean Management
Managers have all the answers
Manager should ask the right questions
(coach), employees should have the
answers as a team
Managers do the thinking, workers
concentrate on doing
Managers facilitate the workers to add value
Activities are done, because they are
asked/told to be done
Activities are only done if they add value
A certain rate of defects is unavoidable Defects can be eliminated
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12. Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
M01 - Introduction of Lean 5/24 | 12/141

13. Lean Agile
Respect for People Self-organizing Teams
Kaizen Inspect & adapt, short feedback cycles
Prevent/eliminate Waste No unused specs, architecture or infrastructure
Pull inventory (Kanban) Estimates reflect team capacity
Visual Management Information radiators
Built-in Quality Definition of Done, Engineering standards
Customer Value Active Business Collaboration (Product Owner)
Optimizing the whole Whole Team Together (incl. stakeholders)
Deliver Fast Timeboxed iterations with working Increments
The manager-teacher The facilitating servant-leader
Lean Management is aligned with Agile Values and Principles
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14.  Lean thinking and acting is
all about:
 Increase customer value
 Reducing waste
 Management as facilitator
 Involvement of all employees
 Developing people
 Continual improvement in
small steps
Stability Robustness
5S Kaizen
Standard
Working
Heijunka
Just in Time Jidoka
Quality
Delivery Costs
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15. Customer
Value
Value
Stream
Flow
Pull
Perfection
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 reducing
peak and low volumesDemand triggers the process
chain in order to reduce stock
First time right, focus
on quality prevention
of defects
M01 - Introduction of Lean 8/24 | 15/141

16.  Value is linked to price through the mechanism of exchange
 The worth of a product or service to somebody else: the
customer
 Each customer determines what is value and what is not
 Companies charge money for the value they add to the product
or service
What is
value?
What is
waste?
 Waste is anything that we do that does not add value from the
perspective of the customer.
 The activity done by the supplier is marked as waste if the
customer is not willing to pay for that activity. It might be
required by law to perform the activity, the necessary non-
added value
 The customer decides what is waste.
 In Japanese: Muda
M01 - Introduction of Lean 9/24 | 16/141

17. Motion
Inventory
Over processing
Defects &
Rework
Waiting time
Transportation
Variability (Mura)
 Variability in volume or complexity
of customer demand
 Spread in the outcome of processes
Inflexibility/Overburden (Muri)
 Team capacity cannot scale up or down with demand
 Fixed service time frames or release schedules
 Batch and queue operating model
 Specialized resources in a limited number of tasks
Waste (Muda)
Overproduction
Talent
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18.  Value-add
 Work that adds value in the eyes of the customer
 The customer is willing to pay for this work
 Application development, Server Maintenance
 Necessary non-value-add
 Work that does not add value for customer, but needs to be done
 Recruiting staff, Finance and accounting, Application testing
 Non-value-add
 Work that does not add value for the customer or the business
 Redundant work, Solving IT incidents, Doing more than required
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19. Value-add Necessary non-value-add Non-value-add
 Application
development: delivers
new functionality for the
customer
 Operational activities:
ensure the service keeps
working
 Delivery of a laptop:
means a new employee
can work
 Advice: providing
understanding and
insight into the use of IT
so that decisions can be
made
 Recruiting staff:
recruiting and selecting
new people ultimately
helps the organisation to
deliver value
 Finance & accounting:
these activities mean we
can finance the delivery
of value to customers
 Application testing:
ensuring that the product
works before it is
delivered to the customer
 Inventory: managing
large backlogs of
incidents
 Doing more than
required: providing
functionality that is not
necessary
 Rework: bugs in software
and subsequent solving IT
incidents
 Waiting: delay between
programming and testing
 General non-value add:
Sick leave
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20.  Waste:
 What types of waste within an IT
organization or process can you identify?
 Types of activities:
 What category do various IT activities fall
into?
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21.  Rework
 Waste of resources
 Production interrupts
 Overtime to catch up
 Loss of team spirit
 Do more inspections
 Defected products cannot
be delivered to customers
 Improve quality standards
 Offer more warranties
 Product recall from the
market
 More government
regulations
Effect
Outside the
Organization
(external)
Inside the
Organization
(internal)
Detection
Prevention
 Reputation damage
 Loss of trust
 Fines or claims
 Loss of permit to
operate
M01 - Introduction of Lean 14/24 | 21/141

22.  The focus on customer value in thinking and acting
results in an improvement of customer satisfaction
 Better connection between customer and
organization because we are engaged in an ongoing
customer dialogue
 Better products due to continual improvement of
processes
 Higher involvement and motivation of employees
 Earlier delivery of products with the help of
reduction of duration of processes
 Financial benefits due to reduction of waste
 Optimization of value-add work which frees time for
other activities
 Reduction of the duration between order intake and
delivery which improves the cash flow
 Earlier payment is possible
Customer
Satisfaction
Strategic
Value
Financial
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23.  The Deming circle is an integral part of the
Lean philosophy and embodies the goal for
continual improvement:
 PLAN: Design or revise business process
components to improve results
 DO: Implement the plan and measure its
performance
 CHECK: Assess the measurements and report
the results to decision makers
 ACT: Decide on changes needed to improve the
process
 The Deming circle creates a feedback loop for
management to ensure that improvements
are identified and implemented
 PDCA may also be used as an alternative for
the DMAIC cycle
Plan
DoCheck
Act
Daeming Cycle
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24. “Lean IT is the extension of lean manufacturing and
lean services principles to the development and
management of information technology products
and services.
Its central concern, applied in the context of IT, is
the elimination of waste, where waste is work that
adds no value to a product or service.”
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25. Six
Sigma
Lean
Manufacturing
Lean
Services
Reduce variation
Process improvement
Characteristics:
 Statistical
 Data-driven
problem-solving
(DMAIC)
 Root Cause Analysis
Subject: Product
Style: Fact based
Eliminate waste
Process optimization
Characteristics:
 Tangible
 Predictable
 Structured
 Measured
Subject: Machine
Style: Tuning
Eliminate waste
Professionalization
Characteristics:
 Intangible
 Unpredictable
 Chaos
 Not measured
Subject: People
Style: Change
Evolution of Lean IT
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26.  Lean IT is no guidance on IT subject matters or how IT challenges
should approached
 Lean IT is a generic improvement approach with a strong focus on
behavior and attitude
 Lean IT is applied on the entire IT domain, from requirements to
maintenance
 Applying Lean IT involves the entire management and all the employees
 IT best practices deliver IT content on how things like architecture,
service management or security should be done
 Attitude and behaviour elements of change are not covered in these
frameworks
 The combination of Lean IT and IT best practices is very powerful
 The IT best practices guides us on how a process should be organized
 Lean tools are used to optimize the process and reduce waste
Positioning
of Lean IT
IT
Best Practices
Combine
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27.  Best practice framework on IT Service Management processes, like
change or release management process
 Use ITIL as guidance for the implementation of service management
 Three main stages of IT Services life cycle: design, transition and
operation
 Complemented with Service Strategy and Continuous Service
Improvement
 Although processes change, ITIL does not address changes in attitude
and behaviour of employees
What is ITIL?
Similarities
between
Lean IT and ITIL
 Strong focus on processes
 Continuous improvement
 Problem Solving
 Measurement as key concept both in ITIL and Lean IT
 Quality focus, with ITIL through SLA mechanism
M01 - Introduction of Lean 20/24 | 27/141

28. Behaviour
&
Attitude
Customer
Process
Organisation
Performance
Problem Solving
Methodology
M01 - Introduction of Lean 21/24 | 28/141

29. Behaviour
&
Attitude
Customer
Process
Organisation
Performance
 Who is the customer?
 What element of our service
is of value to the customer?
 What are the
capabilities of
our processes?
 How much time is spend on
value added activities?
 What is the performance of
teams and individuals?
 Is the organization
structured to meet
customer demand?
 How do we work as a team?
 How customer focus are we
really working?
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30. M01 - Introduction of Lean 23/24 | 30/141

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