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A practical guide to implementing Value Stream Management to guide your strategic investments in DevOps capabilities and deliver customer-centric value quickly and economically

Key Features

  • Address DevOps implementation issues, including culture, toolchain costs, improving work and information flows, and product team alignment
  • Implement proven VSM methodology to improve IT value stream flows
  • Leverage VSM platforms to view, analyze, and improve end-to-end value delivery

Book Description

Value Stream Management (VSM) opens the door to maximizing your DevOps pipeline investments by improving flows and eliminating waste. VSM and DevOps together deliver value stream improvements across enterprises for a competitive advantage in the digital world. Driving DevOps with Value Stream Management provides a comprehensive review and analysis of industry-proven VSM methods and tools to integrate, streamline, and orchestrate activities within a DevOps-oriented value stream.

You'll start with an introduction to the concepts of delivering value and understand how VSM methods and tools support improved value delivery from a Lean production perspective. The book covers the complexities of implementing modern CI/CD and DevOps pipelines and then guides you through an eight-step VSM methodology with the help of a use case showing an Agile team's efforts to install a CI/CD pipeline. Free from marketing hype or vendor bias, this book presents the current VSM tool vendors and customer use cases that showcase their products' strengths. As you advance through the book, you'll learn four approaches to implementing a DevOps pipeline and get guidance on choosing the best fit.

By the end of this VSM book, you'll be ready to develop and execute a plan to streamline your software delivery pipelines and improve your organization's value stream delivery.

What you will learn

  • Integrate Agile, systems thinking, and lean development to deliver customer-centric value
  • Find out how to choose the most appropriate value stream for your initial and follow-on VSM projects
  • Establish better flows with integrated, automated, and orchestrated DevOps and CI/CD pipelines
  • Apply a proven eight-step VSM methodology to drive lean IT value stream improvements
  • Discover the key strengths of modern VSM tools and their customer use case scenarios
  • Understand how VSM drives DevOps pipeline improvements and value delivery transformations across enterprises

Who this book is for

This book will help corporate executives, managers, IT team members, and other stakeholders involved in digital business transformations to improve the flow of customer value through their IT-based value streams. It will provide you with the practical guidance you need while adopting Lean-Agile, Value Stream Management, and DevOps capabilities on an enterprise scale to enable business agility. A basic understanding of how CI/CD and DevOps pipelines improve software delivery capabilities via integrated and automated toolchains will help you to make the most of the book.

Table of Contents

  1. Driving DevOps with Value Stream Management
  2. Foreword
  3. Contributors
  4. About the author
  5. About the reviewers
  6. Preface
    1. Who this book is for
    2. What this book covers
    3. Download the color images
    4. Conventions used
    5. Get in touch
    6. Share Your Thoughts
  7. Section 1:Value Delivery
  8. Chapter 1: Delivering Customer-Centric Value
    1. Viewing value from a Lean-oriented perspective
    2. Competing in a digital economy
    3. Diving into the many concepts of value
    4. Viewing value from the context of business assets
    5. Viewing value from the context of business relationships
    6. Establishing business relationships as value networks
    7. Establishing business relationships as value chains
    8. Defining customer value
    9. Developing a value proposition
    10. Aligning business strategies through five questions
    11. Creating a vision for the organization
    12. Delivering value
    13. Creating value
    14. Taking a Lean-Agile view of value
    15. Understanding the values and principles of Agile
    16. Reviewing the fundamentals of Lean Development
    17. Implementing Lean Software Development practices
    18. Delivering value through value streams
    19. Identifying value streams
    20. Mapping value streams
    21. Understanding VSM
    22. Building on the foundations of Lean
    23. Building on Agile
    24. Defining VSM concepts and processes
    25. Learning methods before tools
    26. Implementing VSM in IT
    27. Promising VSM growth
    28. Understanding the role of DevOps in delivering value
    29. Delivering value in IT
    30. Automating value across IT
    31. Collaborating across IT development and ops
    32. Defining IT value chains and value streams
    33. Accelerating Agility
    34. Integrating Lean, Agile, VSM, and DevOps
    35. Summary
    36. Questions
    37. Further reading
  9. Chapter 2: Building On a Lean-Agile Foundation
    1. Instilling the values and principles of Agile
    2. Leading Scrum and Lean-Agile methodologies
    3. Leading the way
    4. Gaining stakeholder support
    5. Implementing useful metrics
    6. Agile quality metrics
    7. Agile productivity metrics
    8. Agile project metrics
    9. Health metrics for Agile teams/Agile performance metrics
    10. Core Lean and Kanban metrics
    11. Measuring software quality in Agile
    12. Improving IT flows through Lean Thinking
    13. Eliminating waste in software development
    14. Creating the Lean-Agile foundation
    15. Accelerating flows across IT value streams
    16. Summary
    17. Questions
    18. Further reading
  10. Chapter 3: Analyzing Complex System Interactions
    1. Resolving IT complexity through systems thinking
    2. Analyzing cause and effects in systems
    3. Calculating potential connections
    4. Limiting connections
    5. Learning the vocabulary of systems thinking
    6. Visualizing the interrelationships of system elements
    7. Reading a CLD
    8. CLD model of analyzing Product Backlog priorities
    9. Open CLD model of Product Backlog refinement activities
    10. CLD model of design and work clarifications
    11. CLD model of analyzing work against team capacity
    12. CLD model of negotiations and trade-off activities
    13. Summary
    14. Questions
    15. Further reading
  11. Chapter 4: Defining Value Stream Management
    1. Technical requirements
    2. Implementing Lean concepts
    3. Implementing information flows
    4. Defining types of value streams
    5. Employing VSM
    6. Identifying value streams
    7. Establishing value stream boundaries
    8. Improving business value
    9. Leading the change
    10. Mapping the value stream
    11. Applying VSM methods and tools
    12. Defining the eight steps of VSM
    13. Summary
    14. Questions
    15. Further reading
  12. Chapter 5: Driving Business Value through a DevOps Pipeline
    1. Breaking down barriers
    2. Sharing accountability
    3. Improving flows with CI/CD pipelines
    4. Tooling to establish CI/CD pipelines
    5. Understanding virtualization
    6. Virtualizing data center resources
    7. Employing hypervisor software for virtualization
    8. Using containers for virtualization
    9. Having it both ways
    10. Defining CI
    11. Encouraging frequent testing
    12. Defining CD
    13. Automating configuration tasks via code
    14. Protecting our software assets
    15. Enabling CI/CD and DevOps pipeline flows
    16. Improving pipeline flows
    17. Understanding the full scope of DevOps
    18. Defining CI/CD and DevOps pipeline boundaries
    19. Expanding the CI/CD model
    20. Resolving issues of mismatched velocities
    21. Scoping DevOps pipeline activities
    22. Integrating ITSM
    23. Delivering service value
    24. Encompassing the four dimensions of ITSM
    25. Defining ITSM delivery flows
    26. Delivering ITSM value
    27. Moving beyond projects and into products
    28. Funding product teams
    29. Summary
    30. Questions
    31. Further reading
  13. Section 2:VSM Methodology
  14. Chapter 6: Launching the VSM Initiative (VSM Steps 1-3)
    1. Committing to Lean – VSM Step 1
    2. Navigating the origins of Lean
    3. Linking Lean to value delivery
    4. Improving production flows without compromising flexibility
    5. Installing the right operating system for VSM
    6. Managing a VSM initiative
    7. Starting a VSM initiative
    8. Sustaining the VSM initiative
    9. Committing to Lean – tools
    10. Choosing a value stream – VSM Step 2
    11. Learning about Lean – VSM Step 3
    12. Summary
    13. Questions
    14. Further reading
  15. Chapter 7: Mapping the Current State (VSM Step 4)
    1. Evaluating the current state of Lean practices
    2. Contrasting business process modeling techniques
    3. Automating business processes
    4. Getting started with mapping
    5. Building a value stream mapping icon standard
    6. Going to see (Gemba)
    7. Starting our map with the customer in mind
    8. Preparing to map
    9. Beginning the map
    10. Drawing the current state map in eight steps
    11. Creating an IT value stream map
    12. Documenting our Gemba walk findings
    13. Mapping the IT current state value stream
    14. Mapping the current state – tools
    15. Summary
    16. Questions
    17. Further reading
  16. Chapter 8: Identifying Lean Metrics (VSM Step 5)
    1. Defining universal Lean metrics
    2. Gathering Lean metrics
    3. Analyzing current value stream map metrics
    4. Breaking down CTs
    5. Improving percent complete to accurate (%C/A) metrics
    6. Assessing Lean performance
    7. Measuring key software delivery metrics
    8. Delivery lead time
    9. Deployment frequency
    10. Mean time to restore
    11. Change failure rates
    12. Adding flow metrics and analytics to VSM
    13. Going beyond the DORA Four
    14. Implementing the Flow Framework
    15. Creating a safe work environment
    16. Implementing the tools of Lean metrics
    17. Summary
    18. Questions
    19. Further reading
  17. Chapter 9: Mapping the Future State (VSM Step 6)
    1. Modeling three future state objectives
    2. Phase 1 – customer demand
    3. Calculating Takt times
    4. Establishing pitch
    5. Understanding production controls
    6. Managing buffers and safety inventories
    7. Improving the work environment
    8. Resolving demand-related problems
    9. Mapping the customer-demand map
    10. Future state – customer demand tools
    11. Phase 2 – continuous flow
    12. Evaluating the value stream as a complex system
    13. Applying the concepts of continuous flow
    14. Evaluating the impediments of flow
    15. Implementing production control strategies
    16. Balancing our value stream flows
    17. Stabilizing work practices
    18. Changing work layouts
    19. Displaying standardized work
    20. Drawing the continuous flow phase map
    21. Future state – continuous flow tools
    22. Phase 3 – leveling
    23. Leveling flows by analogy
    24. Assessing leveling needs
    25. Leveling concepts
    26. Leveling methods
    27. Drawing the leveling phase map
    28. Eliminating Agile-based batch processing
    29. Future state – leveling tools
    30. Summary
    31. Questions
    32. Further reading
  18. Chapter 10: Improving the Lean-Agile Value Delivery Cycle (VSM Steps 7 and 8)
    1. Combining Lean and Agile practices
    2. Making continuous Lean-Agile improvements
    3. Creating Kaizen plans – VSM step seven
    4. Connecting to a business strategy
    5. Planning Lean improvements across phases
    6. Developing Kaizen plans
    7. Obtaining approvals to proceed
    8. Implementing Kaizen plans – VSM step eight
    9. Addressing the issue of change
    10. Guiding Lean business transformations
    11. Decomposing Lean improvement work
    12. Managing VSM initiatives as portfolio-level investments
    13. Leveraging the tools of Kaizen
    14. Reviewing the VSM methodology
    15. Summary
    16. Questions
    17. Further reading
  19. Section 3:VSM Tool Vendors and Frameworks
  20. Chapter 11: Identifying VSM Tool Types and Capabilities
    1. Leveraging VSM tools and platforms
    2. Enabling VSM tool capabilities
    3. IT and business alignment
    4. Actionable and relevant data
    5. Data-driven, outcome-focused analytics
    6. Dynamic value stream visualization
    7. Workflow orchestration
    8. IT governance
    9. Highlighting important VSMP/VSM tool capabilities
    10. Classifying VSMP/VSM tool vendors
    11. Classifying VSDP tool vendors
    12. Classifying CCA tool vendors
    13. Key issues addressed by VSM tools
    14. VSM tool implementation issues
    15. Breaking down organizational silos
    16. Developing knowledge, skills, and resources
    17. Getting executive buy-in
    18. Overcoming budget constraints
    19. Knowing how to get started
    20. Lacking process maturity
    21. Maintaining governance and compliance
    22. Enabling business transformations
    23. Providing metrics to show business value
    24. Understanding costs across organizational value streams
    25. Understanding value stream lead and cycle times
    26. Managing risks across value streams
    27. Analyzing patterns and trends
    28. Accelerating improvements with AI
    29. Governing the software delivery process
    30. Managing value streams as continuous flows
    31. Visualizing value streams
    32. Improving cross-functional and cross-team collaborations
    33. Improving value stream efficiencies and handoffs
    34. Improved quality
    35. Performing what if analysis
    36. Reusing templates for better standard work items
    37. Unifying data and artifacts
    38. Integrating, automating, and orchestrating value stream activities
    39. Providing a common data architecture
    40. Developing and populating key performance indicators
    41. VSM tool benefits
    42. Summary
    43. Questions
    44. Further reading
  21. Chapter 12: Introducing the Leading VSM Tool Vendors
    1. Putting modern VSM tools in perspective
    2. Improving value delivery
    3. Using VSM beyond CI/CD and DevOps
    4. Listing the leading VSM tool providers
    5. Atlassian
    6. CloudBees
    7. ConnectALL
    8. Digital.ai
    9. GitLab
    10. HCL Software
    11. Kovair
    12. Micro Focus
    13. Plandek
    14. Plutora
    15. Quali
    16. ServiceNow
    17. Tasktop
    18. Apptio/Targetprocess
    19. ZenHub
    20. Summary
    21. Questions
    22. Suggested reading
  22. Chapter 13: Introducing the VSM-DevOps Practice Leaders
    1. The VSM Consortium
    2. Defining VSMC's purpose, mission, and goals
    3. Building the VSM industry through collaboration
    4. Delivering customer value through software
    5. Shepherding the VSM industry
    6. Offerings in progress
    7. Findings from the initial VSMC report
    8. PMI's DA FLEX
    9. Fitting Lean-Agile practices to support your way of working
    10. Scaled Agile Framework (SAFe)
    11. Organizing around value streams
    12. Aligning ARTs around value
    13. Competing in a digital economy with SAFe
    14. Leveraging DevOps to support the digital enterprise
    15. Making Lean-Agile improvements with SAFe
    16. Selecting the right SAFe configuration
    17. Achieving continuous value delivery
    18. Improving pipeline flows in SAFe
    19. Mapping the current and future states
    20. Enabling the CDP with DevOps
    21. SAFe customer use cases
    22. Summary
    23. Questions
    24. Further reading
  23. Chapter 14: Introducing the Enterprise Lean-VSM Practice Leaders
    1. Going all-in on Lean
    2. Introducing LEI
    3. Training and certification programs
    4. Articulating VSM concepts
    5. Implementing the core concepts behind Lean
    6. Getting started with Lean
    7. Improving through experimentation
    8. Reflecting, sharing, and improving
    9. Defining the principles of Lean
    10. Applying Lean across the organization
    11. Implementing Lean to drive business transformations
    12. Creating a Lean action plan
    13. Completing the transformation
    14. Applying LEI's Lean transformation framework
    15. Co-learning partnerships
    16. Training and tools from LeanFITT™
    17. Offerings from LeanFITT™
    18. Implementing a phase-based approach to Lean improvements
    19. Phase 1 – Getting people trained and engaged
    20. Phase 2 – Standardizing the improvement process
    21. Phase 3 – Energizing the team with active involvement and transparency
    22. Phase 4 – Making Lean routine and sustainable
    23. Improving quality with LeanFITT
    24. Summary
    25. Questions
    26. Further reading
    27. Citing LEI use case studies
  24. Section 4:Applying VSM with DevOps
  25. Chapter 15: Defining the Appropriate DevOps Platform Strategy
    1. Avoiding DevOps implementation pitfalls
    2. Interviewing the experts
    3. Interview with Helen Beal
    4. Interview with Scott Ambler
    5. Interview with Pramod Malhotra
    6. Interview with Yaniv Sayers
    7. Interview with Allan Wagner
    8. Interview with Joel Kruger
    9. Deciding on an appropriate DevOps platform strategy
    10. Building a custom DevOps platform
    11. Purchasing DaaS
    12. Employing VSM tools
    13. Building reusable software factories
    14. Dealing with corporate implementation mandates
    15. Dealing with creative versus repeatable pipeline activities
    16. Addressing the pitfalls of DevOps
    17. Avoiding the pitfalls of Conway's Law
    18. Implementing a CALMS framework
    19. Deciding on the appropriate DevOps platform strategy
    20. Avoiding mandates
    21. Avoiding wasted time
    22. Eliminating silos and increasing cross-functional team collaboration
    23. Upskilling becomes critical
    24. Implementing pre-production testing
    25. Separating DevOps engineering from DevOps as a practice
    26. Allowing flexibility in DevOps policies and procedures
    27. Improving velocity with quality
    28. Building DevOps teams from within
    29. Automating database builds
    30. Maintaining incident handling procedures
    31. Integrating security with DevOps
    32. Gaining knowledge of DevOps
    33. Getting fatigued while implementing DevOps
    34. Coding secrets in source control
    35. Summary
    36. Questions
    37. Further reading
  26. Chapter 16: Transforming Businesses with VSM and DevOps
    1. Uniting VSM initiatives
    2. Diverging customer-centric development strategies
    3. Defining VSM as a modern software tools category
    4. Using VSM for DevOps improvements
    5. Implementing the Lean aspects of the VSM roadmap
    6. Implementing the Agile aspects of the VSM roadmap
    7. Establishing a business transformation vision
    8. Implementing tools is not a replacement for people
    9. Creating a VSM team for DevOps transformations
    10. Connecting to enterprise VSM initiatives
    11. Using OKRs to drive business transformations
    12. Aligning VSM initiatives with strategies and portfolios
    13. Understanding how VSM initiatives can fail over time
    14. Expanding the vision for the VSM tool industry
    15. Summary
    16. Questions
    17. Further reading
    18. Appendix A – VSM Charter
    19. Appendix B – VSM Storyboard
  27. Assessments
    1. Chapter 1: Delivering Customer-Centric Value
    2. Chapter 2: Building on a Lean-Agile Foundation
    3. Chapter 3: Analyzing Complex System Interactions
    4. Chapter 4: Defining Value Stream Management
    5. Chapter 5: Driving Business Value through a DevOps Pipeline
    6. Chapter 6: Launching the VSM Initiative (VSM Steps 1-3)
    7. Chapter 7: Mapping the Current State (VSM Step 4)
    8. Chapter 8: Identifying Lean Metrics (VSM Step 5)
    9. Chapter 9: Mapping the Future State (VSM Step 6)
    10. Chapter 10: Improving the Lean-Agile Value Delivery Cycle (VSM Steps 7 and 8)
    11. Chapter 11: Identifying VSM Tool Types and Capabilities
    12. Chapter 12: Introducing the Leading VSM Tool Vendors
    13. Chapter 13: Introducing the VSM-DevOps Practice Leaders
    14. Chapter 14: Introducing the Enterprise Lean-VSM Practice Leaders
    15. Chapter 15: Defining the Appropriate DevOps Platform Strategy
    16. Chapter 16: Transforming Businesses with VSM and DevOps
    17. Why subscribe?
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