(tangible) or indirect (intangible).
Some of the direct returns could be - reduction in IT issue cycle time reduction, reduction in IT assets procurement costs ,improvement in turnaround time , better resource utilization , bottom line savings through waste elimination .
Some of the indirect returns could be – increase in customer and employee satisfaction, improved competency levels of workforce, better brand equity for the organization.
The chart below demonstrates how the various categories of Lean Accelerators are relevant in meeting the priorities of CIO organization.
Fig 5 : Lean Accelerators and CIO priorities
In recent years Lean Software development became accepted widely and is now used along with Agile development practices. Using Lean principles in other streams of IT is not completely new but the extent of its application and implementation is in its early stages. With right management commitment, organizational change management strategies and a committed workforce – Lean Accelerators could deliver significant benefits and help organizations to achieve business excellence.
About the Authors
Gunjan Saxena has more than 12+ years of experience in the areas of software process improvements .She has successfully consulted & led several organizations of varied Business domains in their transformational journey and has expertise in the areas of – IT project and portfolio management, service operations and software development .She currently works as Regional Practice Manager in Wipro Consulting Services and handles the India ,Middle east & the APAC markets for Process Excellence. She can be reached at email@example.com