Comments on: The Skinny on Lean IT http://www.ciodashboard.com/it-management/the-skinny-on-lean-it/ IT Strategies for CIOs and IT leaders Tue, 31 Jan 2012 14:10:05 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Sudesh Sapra http://www.ciodashboard.com/it-management/the-skinny-on-lean-it/comment-page-1/#comment-2835 Sudesh Sapra Wed, 02 Sep 2009 00:23:43 +0000 http://www.ciodashboard.com/?p=871#comment-2835 Thanks Chris. I like the comment about the recent diamond project team analyzing service request processes in IT (Transportation industry)where it will take 3 day fulfillment time because a single person has to approve. My question is how many processes do we have that require manual interventions that are so inefficient to the business. These are opportunities for the business to redesign and introduce straight through processing. On the other hand, IT can advise on the best tools and technologies out there that will enable this automation more efficient and thus demise the legacy technology that may be carrying excess weight. Good article indeed! Thanks Chris.

I like the comment about the recent diamond project team analyzing service request processes in IT (Transportation industry)where it will take 3 day fulfillment time because a single person has to approve.

My question is how many processes do we have that require manual interventions that are so inefficient to the business. These are opportunities for the business to redesign and introduce straight through processing. On the other hand, IT can advise on the best tools and technologies out there that will enable this automation more efficient and thus demise the legacy technology that may be carrying excess weight.

Good article indeed!

]]> By: Sudesh Sapra http://www.ciodashboard.com/it-management/the-skinny-on-lean-it/comment-page-1/#comment-30591 Sudesh Sapra Wed, 02 Sep 2009 00:23:00 +0000 http://www.ciodashboard.com/?p=871#comment-30591 Thanks Chris. I like the comment about the recent diamond project team analyzing service request processes in IT (Transportation industry)where it will take 3 day fulfillment time because a single person has to approve. My question is how many processes do we have that require manual interventions that are so inefficient to the business. These are opportunities for the business to redesign and introduce straight through processing. On the other hand, IT can advise on the best tools and technologies out there that will enable this automation more efficient and thus demise the legacy technology that may be carrying excess weight. Good article indeed! Thanks Chris.

I like the comment about the recent diamond project team analyzing service request processes in IT (Transportation industry)where it will take 3 day fulfillment time because a single person has to approve.

My question is how many processes do we have that require manual interventions that are so inefficient to the business. These are opportunities for the business to redesign and introduce straight through processing. On the other hand, IT can advise on the best tools and technologies out there that will enable this automation more efficient and thus demise the legacy technology that may be carrying excess weight.

Good article indeed!

]]> By: Is Lean Equivalent to Optimized? | Tao of IT - Leading and living wisely in the world of Information Technology http://www.ciodashboard.com/it-management/the-skinny-on-lean-it/comment-page-1/#comment-2625 Is Lean Equivalent to Optimized? | Tao of IT - Leading and living wisely in the world of Information Technology Wed, 26 Aug 2009 20:23:17 +0000 http://www.ciodashboard.com/?p=871#comment-2625 [...] & IT and Chris Curran proposed 2 Lean schemes (Quick Fix and Deep Dive) in The Skinny on Lean IT. On my part, I did mention in a previous post that "Going Lean" is one aspect of [...] [...] & IT and Chris Curran proposed 2 Lean schemes (Quick Fix and Deep Dive) in The Skinny on Lean IT. On my part, I did mention in a previous post that "Going Lean" is one aspect of [...]

]]> By: Simon Beech http://www.ciodashboard.com/it-management/the-skinny-on-lean-it/comment-page-1/#comment-2102 Simon Beech Thu, 13 Aug 2009 07:37:33 +0000 http://www.ciodashboard.com/?p=871#comment-2102 An excellent article showing how we can use Lean to solve real practical problems in IT. I like the point about not optimising a process that doesn't exist - obvious, but often overlooked in the rush. The distinction between "Quick Hit" and "Deep Dive" is also useful. This counters a recent Ovum opinion that it's too late to do Lean IT because it all takes too long. I use a Lean IT Healthcheck as a diagnostic which can rapidly identify the "Quick Hits" and the "Deep Dives". That means CIOs know how to get improvements quickly An excellent article showing how we can use Lean to solve real practical problems in IT.

I like the point about not optimising a process that doesn’t exist – obvious, but often overlooked in the rush.

The distinction between “Quick Hit” and “Deep Dive” is also useful. This counters a recent Ovum opinion that it’s too late to do Lean IT because it all takes too long. I use a Lean IT Healthcheck as a diagnostic which can rapidly identify the “Quick Hits” and the “Deep Dives”. That means CIOs know how to get improvements quickly

]]> By: Simon Beech http://www.ciodashboard.com/it-management/the-skinny-on-lean-it/comment-page-1/#comment-30590 Simon Beech Thu, 13 Aug 2009 07:37:00 +0000 http://www.ciodashboard.com/?p=871#comment-30590 An excellent article showing how we can use Lean to solve real practical problems in IT. I like the point about not optimising a process that doesn't exist - obvious, but often overlooked in the rush. The distinction between "Quick Hit" and "Deep Dive" is also useful. This counters a recent Ovum opinion that it's too late to do Lean IT because it all takes too long. I use a Lean IT Healthcheck as a diagnostic which can rapidly identify the "Quick Hits" and the "Deep Dives". That means CIOs know how to get improvements quickly An excellent article showing how we can use Lean to solve real practical problems in IT.

I like the point about not optimising a process that doesn’t exist – obvious, but often overlooked in the rush.

The distinction between “Quick Hit” and “Deep Dive” is also useful. This counters a recent Ovum opinion that it’s too late to do Lean IT because it all takes too long. I use a Lean IT Healthcheck as a diagnostic which can rapidly identify the “Quick Hits” and the “Deep Dives”. That means CIOs know how to get improvements quickly

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