EXIN Lean IT Leadership (LEANITL) Exam Syllabus

Lean Leadership - 9.9%

Know the Key Components of Lean Leadership

- Shingo Model: four key Guiding principles – Respect every individual, Lead with humility, Create constancy of purpose, Think systemically
- Key components of systemic thinking: Holistic thinking, Dynamic thinking and Closed-loop thinking
- The definition of a True North value
- Lean style of Leadership
- Four aspects of the Lean Leadership Development Model
- Five flows of IT value as defined by Bell

3.3%

Understand the Following Aspects of Lean Leadership

- Shingo Model Guiding and Supporting principles that directly impact on Lean Leadership
- True North Values
- Organizational context of the IT Leader
- Leadership aspects applied to the IT organizational context

3.3%

Apply the Following Aspects Related to Lean Leadership

- Use the comparison between Lean Leadership and Level 5 leadership (Collins) to identify differences
- Use the comparison between traditional western leadership and Lean Leadership to identify the differences
- Identify the Five flows of IT value

3.3%

Commit to Self-Development - 20%

Know the Key Aspects of Commit to Self-Development

- Self-development principles: Shu-Ha-Ri

• Shu: execute + learn exactly
• Ha: standard with some improvisation
• Ri: mastery of standard; focus on deepening skill and understanding

- Leader Standard Work
- Resource efficiency v. Flow efficiency
- Kaizen mindset: always seek improvement
- Accountability: role of taking responsibility in a Lean IT setting, getting people to take responsibility
- Kata of Leadership – creating habits
- PDCA cycle for practicing Lean Leadership

5%

Understand the Following Aspects of Commit to Self-Development

- Forms of standards in both IT work and IT leader work
- Establish accountability: how to identify whether people take responsibility and how to encourage it (Connors, Pink)
- Requirements for self-development
- Three tools for structuring the Kata of Leadership
- Examples of Leader Standard Work in IT

5%

Apply the Following Aspects of Commit to Self-Development

- Apply Shu-Ha-Ri to own situation
- Create Leader Standard Work overview for own situation (Exercise)
- Use the capabilities obtained through Self-development
- Standardize meetings
- Identify how and ensure that people take responsibility
- Do a Gemba walk within an IT organization – leveraging an IT reference model (investigation models for kata of a Gemba walk)
- Identify what to look for during a Gemba walk (Exercise)

10%

Helping Others to Develop - 16.7%

Know the Key Aspects of Helping Others to Develop

- Definition of Genchi Genbutsu
- Definition of Nemawashi
- Explanation of T-type leadership
- 5 Why: method for finding root cause
- Questioning techniques

3.3%

Understand of the Following Aspects of Helping Others to Develop

- Importance of Lean IT Leadership in eliminating Mura and Muri
- Go to the Gemba and Genchi Genbutsu,
- Key goals of a Gemba walk: support, teach, promote; contrasted with a gallery walk
- Relationship between Jidoka and Gemba walk
- Role of T-type leadership

5%

Apply the Following Aspects of Helping Others to Develop

- Use the 5 Why method (Exercise) - balancing Ask Why with Show Respect
- Apply the views to take when doing a Gemba walk
- Describe the IT Gemba: development, IT operations, Service desk, Supporting staff
- Carry out a skills and knowledge analysis
- Interpret Skills and knowledge data

8.3%

Continuous Improvement - 15%

Know the Key Aspects of Continuous Improvement

- Definition of continuous improvement
- Daily Kaizen: focus on smaller, daily improvement steps
- Kaizen Event: focus on solving larger problems
- Definition of a team (Katzenbach & Smith)
- The core elements of the Kaizen mindset

3.3%

Understand of the Following Aspects of Continuous Improvement

- Difference between daily Kaizen and Kaizen event
- Importance of standards or reference models as the basis for improvement
- Importance of Lean IT Leadership in eliminating Mura and Muri
- Key characteristics of a team, in comparison with a group
- The five levels of team development (Lencioni)
- Characteristics of IT teams – technically-oriented, project-based, customeroriented

5%

Apply the Following Aspects of Continuous Improvement

- Describe the role of Continuous improvement within Lean IT
- Apply the 5S technique in an IT context
- Identify when to use Improvement Kaizen and Daily Kaizen in IT
- Use the team development model to determine whether an IT team functions as a team

6.7%

Vision, Goals and Communication - 16.7%

Know the Key Aspects of Vision, Goals and Communication

- Performance dialogue: Leading meetings and Listening skills
- Nemawashi for ensuring adoption strategy and policy, and execution of projects
- Definition of Hoshin Kanri: method for translating strategy to operations
- The key aspects of a Performance Dialogue
- Visual Management – for development, IT operations, service desk
- Cascade and Catchball mechanism
- The aim of the Pyramid principle
- Definition of MECE and its use
- The goal of a change story

5%

Understand the Following Aspects of Vision, Goals and Communication

- Key characteristics of Hoshin Kanri
- The goals of catch-ball communication
- When a performance dialogue is carried out
- Key components of the Pyramid Principle in structuring communication

3.3%

Applying the Following Aspects of Vision, Goals and Communication

- Create a vision for an IT organization
- Explain how the cascade mechanism works
- Carry out a Performance dialogue: Leading meetings and Listening skills (Exercise)
- Design cascade and catch-ball mechanism for own IT organization (Exercise)
- Define Visual Management for software development, IT operations, service desk

8.3%

Lean IT Transformation - 15%

Know the Key Aspects of Lean IT Transformation

- Basic components of the business case for a Lean IT transformation – Customer satisfaction, strategic advantages, cost advantages
- Eight mistakes when carrying out a transformation, and their mitigation (Kotter)
- Key phases in accepting change (Lewis and Parker)
- The importance of a Change Story

3.3%

Understand the Following Aspects of Lean IT Transformation

- 5 Lean IT Dimensions for structuring Lean IT Transformation
- 7 phases of the transition curve (Lewis & Parker)
- 3 key phases of the Organizational Level of a Lean IT transformation
- Role of Lean IT Leader in relation to the Lean IT Coach
- The top-down and bottom-up aspects of a Lean IT transformation

5%

Apply the Following Aspects of Lean IT Transformation

- Plan and structure a Lean IT Transformation, using the 5 Lean IT Dimensions
- Define plan for transformation of own IT organization (Exercise)
- Make Change Story for own situation (Exercise)
-Complete A3 proposal for the execution of a Lean IT transformation
- Which Lean tools and methods must be applied at what moment in a Lean IT transformation
- Reasons for lack of success during transformation

6.7%

A3 Method - 6.7%

List the Key Components of the A3 Method

- Goals of the A3 Method
- Sections of A3 Report
- Advance-Prepare-Do-Check cycle

1.7%

Apply the A3 Method

- Organize information into the A3 format
- Communicate the key message and create involvement
- Define personal Lean IT Leadership goals in relation to reference model

5%