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

Chapter 12: Introducing the Leading VSM Tool Vendors

  1. False. VSM as a discipline has been around for decades and is used to improve all organizational value stream flows.
  2. True. VSM applies the principles of Lean production to make continuous improvements across all organizational value streams.
  3. Defects, Inventory, Motion, Overprocessing, Overproduction, Transportation, and Waiting.
  4. Thomas Davenport (Process Innovation: Reengineering Work Through Information Technology) and James Martin (The Great Transition).
  5. Both Martin and Davenport evaluated process reengineering and process improvement initiatives from the lens of making value-based or value-delivery improvements, and with IT as a critical enabler to installing business process innovations.
  6. Artificial Intelligence (AI) and Machine Learning (ML) help teams look inside organizational silos and aggregate data to form a holistic view of information, conduct analysis, and gain insights across sales, marketing...