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Streamlining IT with the Agile/Lean Transformation Framework

About the Book

This book is to help people sitting on either side of the IT fence find the answers they need in order to transform poor IT performance into Operational Excellence (OE) and to this purpose the Agile/Lean Transformation Framework, or <ALT+F> is introduced. This books offers a hands-on approach and provides advice on how to transform IT performance from poor to OE. As many of us know, perfection is not an achievable target, but the journey to get there is what's really worthwhile: this book will accompany you on that journey.

About the Editor

Marco Tedone
Marco Tedone

Marco is a certified Professional Scrum Master and an IT delivery strategist and coach, who uses Agile and Lean as tools to get the job done; he specialises in how to transform IT organisations at all levels, from startups to large enterprises, into highly effective, energised and operationally-effective environments.

Marco has more than twenty years of experience in IT working in a multitude of environments, from COBOL on AS-400 to RPG and Java and holding various positions, from programmer to team leader, and project manager to Agile and Lean strategist. He holds numerous Java certifications and a Masters in CS from the Birkbeck University of London, which he achieved with Merits. His passions are IT organisational strategy through the adoption of Agile and Lean methodologies, Java in all its flavours, the inner workings of Operating Systems and the C language, sailing and cooking, in addition to technical writing, of course.

Marco lives in Aylesbury, UK, with his wife and his daughter who represent the centre of his universe.

You can contact Marco at marco.tedone at gmail.com

Table of Contents

  • Acknowledgments
  • Preface
  • Who should be reading this book?
  • How to read this book
  • A note about formulas and diagrams
  • How to get in touch with the author
  • Where to find the templates
  • A bit of terminology
  • Introduction
  • Agile and Lean Transformation Framework - <ALT+F>
  • Measure, Adapt, Execute, Plan and Execute - MAPE
  • Change The Business Projects - CTB
  • Maintain The Business - MTB
  • Average Lead Time for a Production Delivery - ALTPD
  • Development Cost of a Production Delivery - DECOPD
  • Keeping The Lights On - KTLO
  • Cost of Evergreening Projects - CEP
  • Cost of Production Bugs - CPB
  • Cost of maintaining Legacy Systems - COLS
  • Iterative and Incremental Deliveries - IID
  • Perceived Business Value - PBV
  • Profitability of IT Live Systems - PILS
  • Business Value of a CTB project - BVCP
  • IT Operations - IT OPS
  • Class Of Service - COS
  • ScruXBan
  • Software Development Life Cycle - SDLC
  • Test Driven Development - TDD
  • The Value of Remaining Operational - VRO
  • User Acceptance Critera - UAC
  • Project Management Office - PMO
  • Part 1 - Introduction to the case study
  • Case Study
  • Introduction
  • The software development lifecycle at Global Media Ltd.
  • Resource Management
  • The initial list of deliverables
  • List of deliveries in year 1
  • List of deliveries in year 2
  • Why <ALT+F> ?
  • Admitting there is a problem
  • Discovering <ALT+F>
  • Obtaining the business value from the business
  • Part 2 - Measuring And Adapting to Operational Performance Issues
  • Chapter 1 - Measuring the Average Lead Time for a Production Delivery (ALTPD)
  • Why is it important?
  • <ALT+F> template to record the Average Lead Time for a Production Delivery
  • Refining the number of lead time days
  • Production bugs are dealt with separately
  • ALTPD applied to the case study
  • Chapter 2 - Measuring CTB costs
  • Deployment costs
  • Measuring the Development Cost for a Production Deliverable ( DECOPD )
  • Why is it important?
  • Working in a global economy
  • Staff working on multiple projects
  • Different roles have different costs
  • Defining Ideal Days
  • Admin costs
  • <ALT+F> template to measure the development cost of a production delivery
  • Measuring the costs of Keeping The Lights On ( KTLO )
  • Why is it important?
  • <ALT+F> template to measure KTLO
  • DECOPD applied to the case study
  • KTLO applied to the case study
  • Chapter 3 - The cost of Evergreening projects
  • CEP applied to the case study
  • Is there an <ALT+F> template for evergreening projects?
  • Do evergreening projects deliver business value?
  • Chapter 4. The Cost of Production Bugs (CPB)
  • Why is it important?
  • Production bugs affect productivity
  • Production bugs are costly
  • Production bugs as quality indicators
  • Beware of the sweet Workaround muse
  • Production bugs are bad for morale
  • ALT+F template to measure the Cost of Production Bugs ( CPB )
  • The Cost of Production Bugs should be added to the other MTB costs
  • Cost of Production Bugs applied to the case study
  • Conclusions
  • Chapter 5. The Cost of Maintaining Legacy Systems (COLS)
  • Why is it important?
  • Legacy systems are difficult to maintain
  • Legacy systems do not provide business value
  • Legacy systems are not under active development
  • Workarounds are not the solution
  • <ALT+F> template to measure the costs of legacy systems ( COLS )
  • Reusing the KTLO template
  • Conclusions
  • Chapter 6. Calculating the Profitability of IT Live Systems (PILS)
  • Perceived Business Value ( PBV )
  • Business Value of CTB Projects ( BVCP )
  • MTB costs
  • Profitability of IT live systems ( PILS )
  • From measurement to analysis
  • PILS applied to the case study
  • Chapter 7. Analysing IT OPS performance with <ALT+F> data
  • Introduction
  • Analysing performance applied to the case study
  • Analysing ALTPD data
  • Analysing PBV data
  • Analysing BVCP
  • Analysing CPB
  • Analysing COLS
  • Analysing CEP
  • Analysing KTLO
  • <ALT+F> collected data analysis summary
  • ALTPD Analysis Summary
  • DECOPD Analysis Summary
  • CPB Analysis Summary
  • COLS Analysis Summary
  • CEP Analysis Summary
  • KTLO Analysis Summary
  • Each organisation might have different data patterns
  • Defining optimal operational targets
  • Part 3 - Planning and Executing an Agile and Lean transformation strategy
  • Chapter 8. Defining the Agile and Lean transformation strategy
  • Selling the transformation strategy to the business
  • Chapter 9. Implementing the transformation strategy at the operational level
  • Chapter 10. Listening to the developers
  • Chapter 11. Reorganising the IT department
  • Chapter 12. Involving the business
  • IT doesn’t delivery on time and budget
  • Too much time between a feature request and its delivery
  • The business is not allowed to get involved with IT during the system’s implementation
  • Too many promises and too few results
  • Changes in requirements might delay a project by months
  • Lack of predictability in IT deliveries
  • Too much formality and paper work
  • Lack of communication and trust between the business and IT
  • A mind shift in budget management: Agile budgets
  • Fostering a trust and respect culture
  • Chapter 13. <ALT+F> in action
  • Introducing ScruXban
  • Using <ALT+F> to measure the streamlining of IT Operations
  • Measuring CTB projects’ performance
  • How to consider KTLO costs
  • Measuring MTB costs
  • Handling contracts in an Agile environment
  • Hide Agile as an internal implementation
  • Money back guarantee
  • Rolling contracts
  • Money for nothing, changes for free
  • <ALT+F> in action
  • A view on Open Source Software
  • Part 4 - Measuring IT Operations performance after the transformation strategy has been applied
  • Chapter 14. Measuring PILS after the Agile/Lean transformation
  • Retrieving PBV from the business
  • Calculating BVCP after the transformation programme has started
  • Chapter 15. Conclusions and future directions
  • Future directions
  • Bibliography as a list

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