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


  1. What does the Japanese term Kaizen translate into in English?
  2. What makes implementing DevOps capabilities an ideal project for authorizing an executive-level sponsored and authorized VSM initiative?
  3. What is the purpose of the Monthly Kaizen Schedule Plan?
  4. What is the purpose of the Chart of VSM Objectives and Measurables?
  5. What is the purpose of the Detailed Monthly Kaizen Schedule Plan?
  6. Future state improvement plans and activities involve what three phases?
  7. What happens when the project-based work of a VSM initiative transfers to the Agile team?
  8. Given the scope of change involved in a VSM initiative, what life cycle model best represents how the organization will evolve to adopt the new Lean principles?
  9. Why are VSM initiatives treated as portfolio-level investment decisions?
  10. What two scheduling and visualization methods are appropriate for managing work associated with Kaizen Bursts?