Accenture began by involving the client in analyzing key issues to support the case for change. Accenture suggested two work streams: one focused on generating early tangible outcomes and the other building the infrastructure for Lean IT program implementation at regional branches.
Teams in the first work stream analyzed 10 processes suggested by the client. This analysis led team members to suggest more than 100 improvement ideas.
For the pilot implementation, the client narrowed the focus to two core processes: application release management and capacity management.
Lean tools such as value stream mapping helped reveal non-value-added activities and the root causes of persistent delays. Using Lean techniques and drawing on Accenture experience transforming complex IT processes, the project team piloted the newly streamlined processes at the bank’s headquarters.
The second work stream began by agreeing on key requirements to set up a sustainable program to introduce Lean IT at bank branches. The program included a governance model, description of roles and a road map to guide implementations. Accenture brought in master black belts experienced in Lean IT, along with additional IT professionals to work with client team members in meetings and workshops.
The client team produced models for governance and performance management, and agreed on an organizational structure, all of which were needed to implement Lean IT throughout the organization.
Training materials and a communication plan were added to build internal capabilities. Through knowledge transfer and coaching, Accenture helped the client develop new capabilities in Lean IT.