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The Lean IT Field Guide

Book Description

How many IT books have you read that are long on theory and short on practical application? They are interesting, but not very impactful. They provide a framework from which to think and understand, but lack a process from which to act. Addressing this urgent need for the IT community, The Lean IT Field Guide explains how to initiate, execute, and sustain a lean IT transformation.

Illuminating a clear path to lean IT, the authors integrate more than two decades of combined experience to provide you with a proven method for creating and sustaining a true lean IT workplace. This field guide not only highlights the organizational techniques of more agile and lean processes, but also the leadership work required to help management adopt these new approaches.

Based on proven methods from different industries, including banking, manufacturing, insurance, food and beverage, and logistics, the book details a clear model that covers all the components you need to achieve and sustain a favorable work environment and culture in support of lean IT.

Filled with anecdotes and case studies from actual businesses, the book includes pictures, templates, and examples that illustrate the application of the lean methods discussed.

Table of Contents

  1. Cover
  2. Halftitle
  3. Title Page
  4. Copyright Page
  5. Table of Contents
    1. Foreword
    2. Acknowledgment
    3. Authors
    4. Introduction
      1. 1 Lean Primer for IT Professionals
        1. Introduction
        2. The Lean IT Cosmos
          1. Agile/Lean Software Development
          2. Kanban
          3. Continuous Delivery
          4. Lean Startup
          5. DevOps
          6. Lean Project Management
          7. Control versus Discovery
          8. Agile Project Management
        3. Lean IT Frontier
        4. Notes
      2. 2 The Transformation Framework
        1. Introduction
        2. The Lean IT House
          1. Foundation
            1. Align Purpose
            2. Improve Process
            3. Respect People
          2. Problem Solving
          3. Culture of Accountability
          4. The First Pillar: Associates—Where Value Is Created
            1. Behavior 1—Create Value
            2. Behavior 2—Identify Problems and Opportunities
            3. Behavior 3—Improve Work Processes (through Daily Kaizen)
          5. The Second Pillar: Leadership—Where Alignment Is Cultivated
            1. Behavior 1—Set Direction
            2. Behavior 2—Model Ideal Behaviors
            3. Behavior 3—Coach and Develop People
          6. Visual Management
          7. Metrics
          8. Reflection
        3. Let’s Get Started! Your Roadmap
        4. Notes
      3. 3 The Importance of Purpose
        1. Introduction
        2. True North
          1. True North for the IT Enterprise
          2. Alignment—Using Purpose as a Plumb Line
          3. Practice at Defining Purpose
          4. Direction
        3. Notes
      4. 4 Day Zero
        1. Introduction
        2. Practice Makes Perfect
        3. Management’s First Steps
          1. Visual Management and Standups
            1. Visual Management System
            2. Standup Meetings
        4. Frontline Associates’ First Steps
          1. Getting Started
            1. Visual Management System
            2. Standup Meetings
        5. Building a Purpose-Driven System
        6. Day Zero Wrap-Up
        7. Notes
      5. 5 The Paradox of Process
        1. Introduction
        2. People and Process
        3. Standard Work
          1. Standard Work for Associates
            1. Collaboratively Create Standard Work
          2. Standard Work for Leaders
            1. Leader Standard Work in Practice
        4. People-Centric Process
        5. Notes
      6. 6 Problem-Solving Scientists
        1. Introduction
        2. What Is a Problem?
          1. People Focus
        3. Who Wants to Be a Scientist?
          1. Plan–Do–Check–Adjust (PDCA)
            1. Plan
            2. Do
            3. Check
            4. Adjust
          2. Your Brain on A3
          3. The A3 Template
            1. Background/Problem Statement
            2. Current Condition/Current State
            3. Analysis and Understanding
            4. Target/Objectives/Goals
            5. Proposed Countermeasures
            6. Implementation Plan
            7. Sustaining Measures and Follow-Up
          4. The A3 in Action
            1. Solving Problems
            2. Updates to Standard Work
          5. Kata
        4. Why Thinking Is Less Important Than Behavior!
        5. Notes
      7. 7 Everything Is Visible
        1. Introduction
        2. Making the Invisible Visible
        3. The Visual Journey
          1. Lean Visual Management
        4. Creating a Common Understanding
        5. Drawing Leadership to the Gemba
        6. Driving Accountability and Continuous Improvement
          1. Expanding the Model Line Visual Management System
        7. Walk before You Run
        8. “Uncommon” Visual Management
        9. Additional Visual Elements for the Model Line
        10. Standard Work for Visual Management
          1. Distributed Teams and Visual Management
        11. Visual Management Wrap-Up
        12. Notes
      8. 8 Why Management (Still) Matters
        1. Introduction
          1. Lost in Translation
          2. You’re Only as Good as the People around You
          3. Your Managers Are the Key
            1. Being an Effective Coach
            2. Listening
            3. Communicating
            4. Observation
            5. Support
            6. Patience
            7. Empowerment
            8. Respectful Leadership
        2. Leading with Respect
          1. Go and See
          2. Challenge
          3. Listen
          4. Teach Problem-Solving Skills
          5. Support
          6. Enable Teamwork
          7. Learn
        3. The Coach in You—A Reflective Journey
        4. Notes
      9. 9 Sustain Your Progress
        1. Building for the Long Term
        2. The Five-Part Sustainability System
          1. Accountability
            1. Linking the Systems Together
            2. Adding Visual Accountability
          2. Interlocking Leader Standard Work
          3. Cadenced Gemba Walks
          4. Assessment and Reflection
            1. Personal Reflection
            2. Lean System Assessment
          5. Continuous Learning
        3. Sustainability Wrap-Up
        4. Notes
      10. 10 The Importance of Strategic Alignment
        1. Introduction
        2. Purpose-Driven Alignment
          1. What Is Strategy Deployment?
          2. A Path to Implementation
            1. Step 1—Develop the Plan/Create the Challenge
            2. Step 2—Deploy the Plan: Nested Cycles of PDCA
            3. Step 3—Monitor the Plan: Managing by Means
            4. Step 4—Improve the System: Nested Subcycles of PDCA
          3. This Isn’t Easy!
          4. So What Does It Look Like in Practice?
            1. Develop the Plan
            2. Deploy the Plan
            3. Monitor the Plan
            4. Improve the System
          5. Why Not Talk about Strategy Sooner?
          6. What about Major Strategic Breakthroughs?
          7. Central Nervous System—The Power of Alignment
        3. Notes
      11. 11 Engineering Excellence
        1. Excellence Everywhere
          1. Antidogma
        2. Engineering Excellence in the Model Line
          1. Moving at Tech Speed
            1. Technology Vision
            2. A3 Tech
          2. Keeping Our Skills Sharp
            1. Visual Skills Matrix
            2. Standard Work for Learning
          3. A3 Redux
        3. Making the Commitment to Excellence
        4. Notes
      12. 12 Continue the Journey
    5. Index