Book Image

Driving DevOps with Value Stream Management

By : Cecil 'Gary' Rupp
Book Image

Driving DevOps with Value Stream Management

By: Cecil 'Gary' Rupp

Overview of this book

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.
Table of Contents (23 chapters)
Section 1:Value Delivery
Section 2:VSM Methodology
Section 3:VSM Tool Vendors and Frameworks
Section 4:Applying VSM with DevOps

Defining universal Lean metrics

We've already introduced some Lean metrics in the previous chapter on current-state value stream mapping. However, we did not take the time to define Lean metrics other than metrics explicitly related to software delivery performance. Additionally, there are many traditional Lean metrics that you and your VSM team need to understand how to use, as identified in the following list:

  • Cycle time (CT): The CT is the timespan between starting and finishing a process or a value stream activity. The CT is actually a measure of throughput (units per period of time). So, if we can produce 40 widgets in a 40-hour work week, our cycle time is The VSM team only includes working time and does not include work in progress (WIP), nor the waiting time between value stream activities. However, the CT is not always all value-adding time (VT). There can be elements of non-value-adding work within the activity in the form of waste. This waste includes defects...