I like the comment about the recent diamond project team analyzing service request processes in IT (Transportation industry)where it will take 3 day fulfillment time because a single person has to approve.

My question is how many processes do we have that require manual interventions that are so inefficient to the business. These are opportunities for the business to redesign and introduce straight through processing. On the other hand, IT can advise on the best tools and technologies out there that will enable this automation more efficient and thus demise the legacy technology that may be carrying excess weight.

Good article indeed!

I like the comment about the recent diamond project team analyzing service request processes in IT (Transportation industry)where it will take 3 day fulfillment time because a single person has to approve.

My question is how many processes do we have that require manual interventions that are so inefficient to the business. These are opportunities for the business to redesign and introduce straight through processing. On the other hand, IT can advise on the best tools and technologies out there that will enable this automation more efficient and thus demise the legacy technology that may be carrying excess weight.

Good article indeed!

I like the point about not optimising a process that doesn’t exist – obvious, but often overlooked in the rush.

The distinction between “Quick Hit” and “Deep Dive” is also useful. This counters a recent Ovum opinion that it’s too late to do Lean IT because it all takes too long. I use a Lean IT Healthcheck as a diagnostic which can rapidly identify the “Quick Hits” and the “Deep Dives”. That means CIOs know how to get improvements quickly

I like the point about not optimising a process that doesn’t exist – obvious, but often overlooked in the rush.

The distinction between “Quick Hit” and “Deep Dive” is also useful. This counters a recent Ovum opinion that it’s too late to do Lean IT because it all takes too long. I use a Lean IT Healthcheck as a diagnostic which can rapidly identify the “Quick Hits” and the “Deep Dives”. That means CIOs know how to get improvements quickly

A good way to start would be a couple of very clearly defined Pilot projects – which will help establish the credibility of the Lean approach. When it needs to be applied to larger Operational processes then a Lean + 6 Sigma combination can work well.

A good way to start would be a couple of very clearly defined Pilot projects – which will help establish the credibility of the Lean approach. When it needs to be applied to larger Operational processes then a Lean + 6 Sigma combination can work well.

ITIL is a framework, it describes what processes need to be in place, and many organisations think that by implementing the processes they will have achived perfection. It goes without saying that the processes need to be “Lean”.

Cobit and ValIT go a couple of steps further and are more comprehensive than ITIL, ValIT in particular talks of IT value and in my opinion talks the same language as Lean.

ITIL is a framework, it describes what processes need to be in place, and many organisations think that by implementing the processes they will have achived perfection. It goes without saying that the processes need to be “Lean”.

Cobit and ValIT go a couple of steps further and are more comprehensive than ITIL, ValIT in particular talks of IT value and in my opinion talks the same language as Lean.