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

Implementing Kaizen plans – VSM step eight

In this section, you will learn how to implement your Kaizen plans. This last step is also the shortest VSM method to describe but arguably the most critical step and the lengthiest activity – it lasts the value stream's lifetime. As with Agile, in Lean practices, we never stop our efforts to improve.

This VSM step is also the most difficult to implement. The reason for this is that many, if not most, people are naturally resistant to change. The success of the VSM team's Lean improvement recommendations depends on their ability to get folks to buy in across the organization. You must begin this step by addressing the issue of change.

Addressing the issue of change

Obtaining organizational buy-in to implement the VSM team's recommendations won't happen overnight. It's best to work with a highly motivated value stream team who willingly serve as innovators and early adopters in the organization...