Run Grow Transform Integrating Business and Lean IT

CREATING A FRAMEWORK FOR BUSINESS AND LEAN IT INTEGRATION In Pursuit of Growth and Innovation; Steve Bell Value Streams: Aligning Resources to Create Value; Steve Bell Integrating IT Capabilities into Value Streams; Steve Bell Leveraging Value Stream Resources; Steve Bell Speeding Ideas to Market; Steve Bell Measuring Value; Steve Bell Lean Leadership and the Lean Management System; Steve Bell The Lean Learning Enterprise; Steve Bell INTEGRATING THE LEAN IT COMMUNITY; Steve Bell Lean Enterprise Architecture: An Architectural View of IT Value Stream Flow; Charles Betz Lean and Business Process Management: Seeing the Whole; Paul Harmon and Sandra Foster Lean IT Service Management: Understanding and Navigating the Cultural Silos of IT Value Streams; Troy Dumoulin Lean ERP: Combating Complexity and Accelerating Change; Steve Bell Lean Software Development: Exploring the Principles of Value and Flow; Mary Poppendieck Lean Data Management: The Invisible Dimension Supporting the Flow of Value; John Schmidt Lean Business Intelligence: Listening to the Virtual Voice of the Customer; Steve Bell Appendices: What Is Lean IT? A Working Definition; Steve Bell Additional Lean Resources; Steve Bell Case Study: Ci T: Doing the Right Things; Bruno Guicardi Case Study: ING Bank Netherlands: Our Lean IT Transformation Journey; David Bogaerts and Jael Schuyer Case Study: Netsis: An ERP Publisher's Lean IT Journey; Murat Ihlamur

Professional Practice & Development

Steve Bell began his career in the early 1980s as an accountant, where he learned to appreciate the underlying information and systems needed to run a business. When IBM introduced the first PC, he joined the world of IT at the very beginning of the ERP industry evolution. He first became acquainted with Lean principles and practices in the early 1990s, when he quickly realized that the key to creating effective IT systems was engaging employees in the simplification and continuous improvement of business processes before investing in information systems. He applied this philosophy to ERP and software development projects, which led to his first book, Lean Enterprise Systems (Wiley, 2006). The success of this book led him more deeply into the practice of Lean IT, where he began facilitating kaizen events and strategy deployment initiatives, while integrating Agile software development and IT Service management with the fundamental Lean principles. This led to his second book, Lean IT (Productivity Press, 2010), which received the 2011 Shingo Prize for Operational Excellence research award. Steve serves on the faculty of the Lean Enterprise Institute. He travels worldwide presenting workshops, leading gemba walks, and advising clients on applying Lean IT principles and practices to solve their daily business challenges, including fast and effective governance and portfolio management, continual IT service improvement, end-to-end application development lifecycle management, ERP agility and continuous improvement, and the design of effective measurement systems that help teams focus on the right things. In addition to his work leading Lean IT transformation, Steve and his wife Karen are actively involved in the nonprofi t and nongovernmental organization (NGO) community. As founders of Lean4NGO (http://www.Lean4NGO.org), their mission is to bring Lean practices to humanitarian aid organizations, improving operational efficiency (use of scarce resources) and effective