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)
1
Section 1:Value Delivery
7
Section 2:VSM Methodology
13
Section 3:VSM Tool Vendors and Frameworks
18
Section 4:Applying VSM with DevOps

Understanding how VSM initiatives can fail over time

While performing research for this book, I had a conversation with Todd Sperl – one of the founders of LeanFITT™, that I found both interesting and disturbing. He noted several examples where an organization makes investments in VSM initiatives and sees great and sometimes fantastic results, only to see the whole thing come apart a few years down the road. Moreover, he noted that when the organizations start to fail, they often fail harder and more quickly than it took to turn them into high-performing enterprises. In fact, they often end up performing below the levels they started at before moving to Lean. How does that happen?

I had discussions on this topic with Todd and later with Al Shalloway – the developer of PMI's FLEX. It's an interesting phenomenon and one that probably requires specific research to understand fully. But a common denominator appears to be new management coming in and not...