DAD Blog: The Lean IT Operations Mindset


An interesting article about what is part of a “lean IT operations mindset”:

  1. Run a trustworthy IT ecosystem
  2. Focus on the strategic (long-term) over the tactical (short-term)
  3. Streamline the overall flow of work
  4. Help end-users succeed
  5. Standardization without stagnation
  6. Regulate releases into production
  7. Sufficient documentation

And some more thoughts from the same Blog about Release Management and DevOps here

CRCPress: The Lean IT Field Guide – A Roadmap for Your Transformation

Finally, a promising book about Lean IT transformation. Published October 2015.

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.



By Mike Orzen and TomPaider


Drew Locher (LEI): Creating Lean Flow in Office and Service Processes

A view on how to apply lean concepts in office and service workspaces, common pitfalls and four key steps to focus on for success.


  • Companies tend to focus strictly on lean “tools,” and fail to fundamentally change how work is performed and how it flows
  • Lack of alignment to an organization’s strategy and key business objectives. The lean office and service effort should focus on the key business processes that directly affect the organization’s ability to deliver value to its customers
  • Tendency to make isolated changes within departments and functions. The application of any lean tool must be done in the context of the overall business process re-design in order to realize the full benefits Continue reading

Rebecca Duray: Eliminating Waste at the IT Service Desk

Lean’s 8 types of waste and IT Service Desk related examples for each:

  1. Overprocessing – More processing than is necessary to meet customer requirements; for example, spending excessive amounts of time on a customer call capturing unnecessary administrative data, or over-analyzing the customer’s issues, or addressing more than is required to address their needs.
  2. Transportation – Moving things unnecessarily from place to place; for example, unnecessary ticket or call routing, or requiring customers to call multiple service points in order to resolve their issues. Continue reading

Steve Bell: Learning from the fast developing practice of Lean IT

Steve Bell’s key note at the Lean IT Summit (10-2013) – 8 questions to think about:

  1. Technology has the potential to play a transformative role in every product, service and industry. “Everyone is looking at IT suddenly, because it’s disrupt or be disrupted,” says Bell. “And the enabling factor is most cases is our capability to turn IT.” He cautions, however, that IT needs to “let go” of its technology-centered thinking and focus on the customer. “We’re so used to thinking about what we can do with this technology, this asset that we have, and we forget to ask what does the customer want.”
  2. Deliberate innovation is becoming necessary for survival. It’s time to make innovation part of everyday business, not just a one-off effort that occurs in the R&D department or development shop. Consider this, Bell asks: “If someone, anyone, anywhere in your company, including your suppliers and customers has an idea, what can they do with it? What are supposed to do? Send an email? Have a phone call? Call a meeting?” Continue reading