case studies - Software & IT Ops

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Configure in the cloud

Baseline: Backlog = 2 years of work, <20% on time delivery

Improvements: Backlog = <1 week of work, 100% on time delivery

• The team evaluated three different versions of visual management on paper before selecting an electronic tool.  
• The electronic tool clearly displays the status of:  
•   Backlog  
•   Work in progress  
•   Quality checks  
•   Completed projects  
• This implementation eliminated the need for "stakeholder management."  
• The project has paved the way for ongoing continuous improvement and Agile practices in IT operations.

Following a disruption due to data center configuration instead of racks of servers, the team faced challenges in adapting to shifting technology. As a result, their work backlog increased significantly, accumulating two years of unresolved tasks, and on-time delivery rates plummeted from 90% to below 20%. The transition in technology and processes contributed to extended lead times and a substantial backlog. 

We assembled a team to create a value stream map of their process, during which we identified barriers affecting the flow of information. After analyzing these challenges, the team proposed solutions and implemented visual management tools to reduce the need for status meetings, which had been consuming significant time. As a result of these changes, the team optimized their inputs and processes, achieving an empty backlog and surpassing the proposed two-week delivery timeline. Additionally, they successfully configured and released servers for testing in under one business day, allowing customers to validate promptly.

We have templates for both waterfall & agile, none are working...

Baseline: 12 to 18 month lead time, Project Manager & Software Engineer unplanned  attrition

Improvements: 2 to 12 week lead time

• The process was replicated to most IT operations worldwide.
• Employee retention improved by 50%

The IT team requested an improvement event due to lead times exceeding one year, which led to significant customer dissatisfaction. Despite numerous meetings and efforts to expedite processes, software projects remained incomplete. 

During the workshop, we conducted value stream mapping to assess the current situation. The corporate program team was also in attendance, as they provide essential templates and standards for development. They offered both Agile and Waterfall templates, but neither approach produced the anticipated outcomes.

One of the key leading indicators of lead time in software development is Work in Progress (WIP). At the time, project managers were managing 14 concurrent projects, while developers were assigned 3 to 5 projects each week. The rationale was that developers could dedicate 2 to 3 hours to each project daily, enabling them to complete three projects within the same timeframe.

The facilitator suggested experimenting with limiting the workload to 1 or 2 projects to assess the impact on lead time. However, leadership chose not to implement this approach immediately, opting instead to conduct a pilot program with a new team of agency employees in Mexico. This team successfully reduced lead time from 12 months to just 12 weeks, with some applications being developed in as little as 2 weeks.