Tag Archives: value stream map

ITSM

When In Doubt, Follow the Value Stream

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Every day, IT leaders address questions to help keep their team moving forward, which in turn keeps the organization moving forward.

Questions like:

  • Where should the IT team spend their time?
  • How should IT allocate resources?
  • How can IT justify larger budgets and more investments?

In the past, IT leaders have taken a straightforward approach to answering these questions. They have broken down each question and explained in technical detail everything their team has accomplished and completed, no matter how small or mundane.
In other words, IT delivered outputs.

But in today’s world, outputs aren’t enough. The old approach to making decisions based on outputs is over. Because today, IT must deliver outcomes.

If an IT leader was to list only outputs without connecting them to any business outcomes to the C-suite in the hopes of securing more resources or larger budgets, the C-suite will look at them and ask: “How did this drive business value?”

Closing tickets, upgrading technology, and troubleshooting technical issues are an important part of the success of an IT organization. But IT leaders must do more than just list outputs. IT leaders must show how these outputs connect to the organization’s bottom-line goals, and IT’s role in delivering needed business outcomes.

Before an IT leader can decide on how their team should allocate its time and resources or how IT can obtain larger investments and partake in bigger initiatives, they must answer these questions:

  • How did IT’s outputs reach the end customer?
  • How did IT’s outputs help the customer achieve their goals?
  • How did IT’s outputs increase revenue or decrease expenses?
  • How did IT’s outputs help the business achieve its goals?

To find the answers to these questions, you have to follow the value stream.

What’s a Value Stream?

Steve Bell and Mike Orzen, authors of Lean IT define a value stream as a “sequence of activities required to design, produce and deliver a good or service to a customer and it includes the dual flows of information and material.” According to Bell and Orzen, a value stream consists of “all processes, tasks and activities used to bring a product or service from concept to customer and includes all information, work and material flows.”

In short, value stream is the steps taken by an organization to meet customer demands and bring value through a product or service to that customer. The value stream is the big picture look at how value flows through the organization.

How To Follow the Value Stream

Following the value stream means exactly that – following how value flows through an organization and identifying where there may be improvements that can be made. It is about gaining clarity around how value is delivered to the end user, and how to use value streams to help you make decisions in your IT organization.

For every initiative or project, IT leaders must be able to step back and ask, “where and how does this fit in a value stream?” If you’ve followed the value stream and there is no fit for the initiative, then why is it a priority?

Often when you’re following the value stream to determine the importance of an initiative, you will end up involving other departments and stakeholders. As noted above, the value stream is how value flows through the entire organization, not just within one department. Value streams will cross departmental boundaries and a collaborative approach is mandatory. Working in a vacuum will simply waste time and resources — time and resources that could have been better spent contributing to the value stream.

Now, in this digital world, this means understanding how technology contributes to the value stream. IT manages technology and technology will always play a role in the value stream. Understanding this relationship will give you a context for certain services or initiatives.

Map your Value Streams

How do you know if a technology, a specific investment, or an initiative is contributing to a value stream?

The answer is simple: map that value streams. A value stream map is a visual representation of how value flows through the organization. This visualization enables you “follow the value stream.”

Mapping value streams will:

  • Identify cross-functional nature of work, which can avoid “siloed thinking”
  • Identify waste such as bottlenecks or delays (very important for IT!)
  • Allow teams to visualize the work and help the entire organization recognize how individuals and teams contribute to value.

How to Follow the Value and Map the Value Stream

No matter where you struggle with defining value or identifying the value IT drives, a value stream map is a place to start.

Mapping a value stream requires a cross-departmental team that includes IT. Silo thinking must not get in your way when you’re following the value stream, so include all stakeholders and make this an exercise in discovery.

To map a value stream, you have to define the focus of the map. A Value Stream Map doesn’t necessarily map all the paths that a process can take. It tracks one service or part of a process. So when mapping your value streams, start with services that have a role in the products or services that have the most impact on the organization. Ask yourselves what is the most valuable thing to the customer, what brings in the most revenue, or conversely, what costs the most for the organization? Start with focusing on the value streams where you get “biggest bang for your buck,” so to speak.

Map all the information including all the tasks being performed, who is performing them, and the technology involved with all of these tasks. It helps if you work backward. Work with the end outcome of a value stream and map out the process from there. Start with the end customer and the process will probably become much clearer.

In addition to mapping out each step in a process, be sure to map how information flows through each step in the process. Remember, you want all the key stakeholders in the room while you do this so that everyone knows how information flows and what is expected of them during each step of the process.

It’s also important to include timelines involved in each step of the process. Include lead time and actual time spent on production or in the product lifecycle to get an accurate view of how much time is needed for value to flow to the customer.

Finally, remember that value stream mapping is never a “one and done” activity. As new technology is introduced or customers’ needs change, your value stream maps will be revisited.

The next time you’re faced with a decision about an investment or project, take a look at the value stream. Using a value stream as your compass Following the value stream will always lead you to a path where you can contribute value to the organization.

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ITSM

Your Continuity Plan Still Isn’t Good Enough

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Continuity plans have been in the spotlight for businesses across the globe over the last few months. If your continuity plan wasn’t done or hadn’t been reviewed in months, then you probably felt that pain over the last few weeks. Even those with up-to-date continuity plans are refreshing theirs with their lessons learned from COVID-19.

“Continuity planning” has been topping lists of must-do’s for CIOs and IT leaders. But someone has to ask the question: even with a 2020 update, is your continuity plan good enough?

From what I’ve been reading and seeing, probably not. The good news is that you can still shore up your continuity plan so that it actually helps your business in the event of another disaster.

The Problem With Continuity Plans

For CIOs, continuity plans mean including the obvious things:

  • How many laptops does our team need to work remotely?
  • What needs to be moved into the cloud or onto a collaboration platform?
  • What cybersecurity systems need to be set into place?

These are important items to address. They will help your business continue in the event of an emergency. But they’re not the solutions to the real concerns. They are band-aids. These things only address the symptom but not what causes the symptoms.

A continuity plan needs to address what your business needs to do to stay running most effectively and how vital business functions can continue operating during a disaster.

On their own, none of the above components reflect how they connect to vital business functions or business needs. They’re just a list of outputs. They don’t tie it back to the business need or driver or requirement. They’re not outcomes. Our continuity plans should focus on the outcomes we must deliver to support vital business functions. Then we’ll know what outputs we need to produce in order to provide the outcomes that are needed.

I’ll use one of my favorite metaphors to explain the difference between outputs and outcomes. This one might feel familiar to you if you’ve been ordering takeout food recently. You probably have a favorite pizza delivery place that you choose over any other. What is it that makes that pizza delivery your favorite? Because the output from every delivery service is the same. The output is the pizza that you receive. But the outcome of pizza delivery is that the pizza was delivered warm, the driver was friendly, it was delicious and you enjoyed every second of eating it. The output is simply what you expect because it’s what you paid for. The outcome is the entire experience and value that was delivered.

To have a good continuity plan, you need to identify the outcomes that are necessary, not just the outputs that simply keep the lights on.

We need to start with the business impact analysis which quantifies the impact of the loss of service. A business impact analysis collects relevant data and analyzes the operational and financial impact of a disruption of business functions and processes. These can be as detailed as we need it to be. The more detail, the better because we’ll be able to make better business decisions.

The business impact analysis starts us down the path of identifying those outcomes because it assumes that every part of the business is dependent on the continued operations of the other parts of the business (which it is).

Is this starting to sound familiar? When we think of business impact, in particular the holistic approach to end-to-end value, we’re really identifying the value streams.

If you read my previous article this month, you know that I’m a proponent of Value Stream Management, which is the holistic approach that applies lean thinking – optimizing the flow of products and services through entire value streams across technologies, assets, and departments – across an organization’s value streams. Instead of just looking at functions and features, value stream management looks at and manages value streams from end-to-end.

In terms of continuity plans, if we reflect on the value streams, our plan has to become more than the technology that supports the value stream. It will encompass the entire end-to-end lifecycle of business value and the outcomes of each value stream.

This where you’ll begin to focus on things like the roles of the people involved and how they interact with one another and the end customers to deliver value. Your continuity plan becomes comprehensive and more impactful.

How To Make Your Continuity Plan Valuable

Now that you understand what really needs to be in a continuity plan, there’s a second piece that needs to be addressed.

You can’t just drop this plan into a drawer and cross your fingers that you won’t need it again anytime soon. If COVID-19 has taught us anything, it’s that unthinkable scenarios can occur. We may not see another pandemic in our lifetimes but we will see another disaster of some type.

Your continuity plan cannot be a one and done scenario. It needs to be reviewed, updated, and addressed on a regular basis. Each time you map your value streams or add new value streams, go back to your continuity plan, and evaluate that it’s still up to date.

We can’t know what the next disaster is awaiting businesses but we can be better prepared for any disaster. The best time to prepare for the next disaster is right now.

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ITSM

No, Value Stream Management is Not the “New ITSM”

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Every few years it seems like there’s some new trend that seems eerily similar to ITSM. There are so many buzzwords and trendy practices in IT. It’s hard to determine what practices are worth evaluating and implementing.

This year, the newest contender in the digital space is Value Stream Management. Is Value Stream Management the new ITSM? Is it just another trend that will fade into obscurity in a few years or is it worth investigating?

What is Value Stream Management?

According to the lean.org website, lean thinking “changes the focus of management from optimizing separate technologies, assets and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets and departments to customers”.

Value Stream Management helps organizations optimize and manage its value streams by applying lean thinking in a consistent way across the organization.

Value stream management identifies and examines value streams as opposed to specific “features and functions.” A value stream consists of the steps an organization takes to continuously deliver value to customers. Many IT organizations need to start identifying and understanding their value streams instead of their features and functions so they can demonstrate how they drive business value. Value stream management will help them to do that.

With value stream management, we can see where value is created and where it is lost so it allows an organization to optimize the delivery of products and services by reducing waste and improving efficiency. It’s truly a holistic end-to-end approach that many organizations need.

Since it is an end-to-end approach, value stream management also links technology efforts with the business outcomes to support better collaboration. For value stream management to be effective, an organization must understand how its products and services are related to business goals. For IT, value stream management identifies where it must collaborate with the rest of the organization on these products and services.

How does Value Stream Management relate to ITSM?

Value stream management is the superstructure and IT service management (ITSM) fits within that superstructure. Value stream management monitors and manages entire value streams. ITSM is one component of those value streams.

Value stream management can make your ITSM practice much better. Because it monitors entire value streams, value stream management will identify the opportunities and weaknesses in your ITSM approach.

But ITSM doesn’t just need value stream management to be effective. Value stream management needs IT service management, as well. While value stream management shows how workflows through organization including where there are delays and opportunities for improvement, it doesn’t provide specific details regarding how technology outputs contribute to valuable outcomes. That’s the role of ITSM.

Once value stream management has identified opportunities for improvement for each value stream, ITSM can then create the proper processes and services to improve those value streams, which in the end will deliver more value to the customer.

In short, value stream management illustrates the bigger picture that shows how ITSM contributes to the business, where ITSM can be improved, and why those improvements matter.

How Can You Incorporate Value Stream Management and ITSM into Your Organization?

Many ITSM implementations have gotten too far down in the weeds with how IT manages its products and services. Value stream management can help resolve that issue.

Value stream management will help leaders and the C-suite see the full picture of how and where technology is driving business value. They’ll be able to better understand why investments in ITSM should be made because value stream management shows where ITSM plays a vital role in delivering value to the customer.

To start incorporating value stream management in your organization, start by identifying the value streams within your organization and create a simple value stream map for each. A value stream map will help “connect the dots” how the different areas of the organization work together to deliver value.

Also, become an expert on the business of the business. This includes learning the language of the business; what the business does to deliver value to the customer; and understanding how the parts of the business interact to deliver that value to the customer. This will also help you gain the support and credibility you’ll need from your business colleagues.

Value stream management is not the new ITSM – but it will improve your ITSM and bring more value to your organization as a whole.

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Digital Transformation

IT Reset: How to Re-Prioritize IT Initiatives During COVID-19

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CIOs have had their work cut out for them over the last few months. The sudden shift to remote work has put pressure on IT to create solutions for remote workers using technology that perhaps was older or less capable, support overworked and stressed out IT technicians, and, in general, keep the business moving through the use of technology.

The priority at this time must be ensuring that technology supports essential business processes. But that doesn’t mean IT leaders should freeze any other initiatives until after COVID-19 has passed.

In fact, the worst thing any leader can do right now is “freeze” and wait until life “returns to normal.” There will be no return to the normal as businesses knew it before the pandemic. Even after the immediate threat has passed and businesses can resume working in offices, the way we work will be forever changed because of this situation.

There will be an expectation for the business to provide flexible work environments, more self-service options, tighter security, and better contingency plans for addressing future disruptions like this one.

All of these shifts provide IT with a rare opportunity to hit pause, take a step back, and reassess priorities. Adobe’s CIO Cynthia Stoddard advises, “CIOs now have to rethink priorities, or at least reorder them, and we must reinvent ourselves now as virtual leaders.”

Here are a few ways you can reset your priorities and identify what initiatives you should take on right now.

Cybersecurity

One of the first priorities should be your level of protection against cyber threats. Security is imperative for continuing essential business operations but this unique situation has increased the risk of cyber threats. “Zoom bombing” became a trend over the last few weeks as uninvited guests crashed virtual meetings and get-togethers, often disrupting the session with violent rhetoric. While Zoom quickly adapted to protect its users, this may be just the beginning of more frequent cyber-attacks and threats. As more of the world moves online, hackers will most likely increase the intensity and sophistication of their attacks. CIOs should review their cybersecurity protocols and ensure the proper procedures are being followed.

Productive Remote Work Environments

In addition to cybersecurity, CIOs need to make sure that every person in the organization is equipped to do their job remotely. This might mean you need to more heavily invest or leverage self-service technology or AI. Large investments or initiatives around new technology may have been on the back burner but now is an ideal time to reassess whether you need to make those investments now.

It’s also not just about providing technology. You may need to equip your team to handle and manage it. Are your knowledge bases relevant and up to date? Knowledge bases may not be seen as high priority, but techs will no longer be able to just walk down to an office to troubleshoot a problem. More of the organization could be turning to knowledge bases to navigate technology while they work from home.

Service Delivery

Another area to review is your service delivery processes. There are many facets of connectivity that are out of your team’s hands right now, including different hardware and software being used by team members with different levels of connectivity. Like I mentioned earlier, a service technician can’t simply walk down to an office to troubleshoot an issue. If there were any gaps in your service delivery processes before COVID-19, they are likely more apparent and problematic now. Take this time now to address those important issues.

Refocusing priorities will allow you to emerge from this situation more efficient and capable than you were. This will enable you to refocus on those more urgent tasks.

I mentioned in a previous blog post that CIOs and IT leaders need to focus on enabling outcomes instead of simply delivering outputs. Even though the way we work is rapidly shifting, this is a perfect time to reassess how IT can drive outcomes. We’ll never go back to work as before. So, instead of looking at this situation as a blow to current initiatives, look at it as the perfect time to re-prioritize and prepare for the new future.

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ESM

Future-Proofing Higher Education With Employee Experience

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Higher education is facing many obstacles. The entire industry has shifted over the last few years and many higher education institutions are having to adjust how they operate to meet those changes. This article will explore how employee experience and good service management can help higher education institutions overcome those obstacles.

The Changes in Higher Education

One of the biggest changes in higher education is the shifting student demographic. Just a few years ago, student populations were made up of 18-22-year-olds, who lived on campus, went to school full-time, and were working toward a 4-year degree. Today, many students are adult learners, part-time students or taking classes completely online. Many individuals are questioning whether a traditional higher education degree is worth the financial burden and are opting out of traditional higher education altogether.

Additionally, students on campus are dealing with different struggles than past students. Many students are forced to balance multiple jobs while in school to make ends meet. This has resulted in students struggling with increased financial pressure and higher education has become plagued with mental health problems.

And on top of all of those changes, higher education is struggling with decreased funding, increased competition, and budget cuts. Higher education institutions must find innovative and cost-effective ways to engage current, prospective, and past students. The best, easiest and smartest way to do that is by engaging their employees.

The Need for Engaged Employees

Perhaps most worrisome among higher education institutions is that they are struggling with employee engagement. Simply stated – many higher education faculty and staff members are not engaged. Gallup performed a detailed study on employee engagement across several industries. After performing 258 million interviews including 75,000 with faculty and staff members, Gallup found that just 34% of faculty and staff within higher education are engaged at work. This engagement score is lower than most of the industries that Gallup measures.

Unengaged employees could be costing institutions at the bottom line. The faculty are often the institution’s frontline for their students. An engaged faculty can provide students with tools they need to overcome the obstacles they’re facing, which will not only help students stay at the institution, but can help create a dedicated and successful alumni network.

Also, engaged employees are more likely to stay at the institution. Studies have shown that focusing on employee engagement can result in better retention rates and cost savings over time. In fact, according to the American Council on Education, Iowa State University estimates an average savings of more than $83,000 per faculty member retained when engagement practices are applied. Employee turnover can be costly – so imagine how much that adds up over time when good faculty members are retained!

The Institution’s Role in Employee Experience

The question is what can the institution do to support employee experience? Mike Bollinger, global AVP of thought leadership and advisory services for Cornerstone OnDemand notes, “Faculty and staff members help create the student experience, and it’s up to the institution to provide their employees with the learning curriculum, professional development opportunities and recognition they deserve to help both higher education employees and their students succeed.”

Higher education institutions can leverage technology and services to create a better employee experience that includes professional development, learning opportunities, and better operational management.

Digital is an obvious choice for most of these experiences. Higher institutions are already successfully implementing digital-first experiences like digital workflows, online onboarding, training programs, and online learning management systems.

But future-proofing higher education with employee experience requires more than creating digital-first experiences. Technology alone won’t guarantee an exceptional employee experience. Good service management is necessary. The service management I’m referring to is not just IT service management. I’m referring to the holistic approach of delivering value through the use of services, based on the use of technology. Some refer to this as Enterprise Service Management. Whether you call it Enterprise Service Management, service management, or IT service management, one thing needs to remain the same: you must focus on how organizations can co-create value and then deliver that value using technology.

What can higher education leaders do to create exceptional employee experiences?

Institutions must acknowledge the silos that exist among their faculty and staff before they can begin to consider the technological needs. Silos are culturally embedded in higher education institutions. There are silos between faculty and staff. There are silos among adjuncts, full-time professors and tenured professors, as well as, silos among departments. Working to create open lines of communication and to empower the entire institution to collaborate to run higher education as a business. It’s important that both faculty and staff adapt their thinking and actions in terms of value and outcomes instead of activities and things.

This is where IT can take the lead within an institution. Higher education CIOs can work with the rest of the institution to understand the overall goals and determine how technology can help the institution meet those goals.

There are two steps a CIO can take to begin this process.

Identify, map, and manage value streams
When a CIO maps value streams across the institution and identifies where technology is used to support those value streams, they can begin to identify and eliminate redundant spending and waste. They can also begin to find process improvements that can support better employee experience.

Establish an experience center
An experience center is a little like an expanded IT service desk. It is a single point of contact for reporting and managing service issues. Successful experience centers have well-defined processes supporting defined value streams. The experience center can benefit both the student and the faculty and staff as it supports the entire engagement lifecycle of both the students and the faculty. It reduces any frustrations or problems using technology so they can be quickly solved.

Higher education is evolving and the evolution isn’t going to slow down any time soon. While there are many questions about the future of higher education, one thing that remains certain is that the time is now to engage employees and strengthen the brand, operations and bottom line of an institution. This approach of addressing and improving the employee experience of faculty and staff on the front line can create a ripple effect that will leave the end-users, the students, feeling satisfied, cared for and supported by their institutions.

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