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


This chapter discussed the importance of continuously improving our value stream work and information flow capabilities. You learned that VSM and Agile share this principle, but their timelines and scope of effort are different. For example, Agile teams use Retrospectives to evaluate relatively small-scale improvements they can make over the next Sprint.

In contrast, VSM teams focus their efforts on more significant and Lean-oriented improvement initiatives that span lengthier timeframes and require larger investments. In addition, Agile teams' continuous improvements typically do not require executive management-level approval; VSM team improvement recommendations nearly always do.

Continuing with our eight-step VSM methodology, you learned how to create a Kaizen plan (VSM step seven) and implement the Kaizen plan (VSM step eight). You also learned how to develop and use several tools to plan and implement your Kaizen plans, such as the Monthly Kaizen Schedule Plan...