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 ends the introductory chapter to VSM. You have learned that VSM provides an approach to evaluate all development and operational value streams methodically and continuously. The goal of VSM is to ensure an organization remains in alignment with corporate strategies and adds customer-centric value.

You've also learned VSM is not a new concept and that the concepts and practices support the implementation and sustainment of Lean production practices across an organization's value streams. Organizations typically have many value streams. James Martin, an IT leader, provided a comprehensive discussion on the need for an end-to-end reinvention of business processes in the form of value streams. Martin was also an early proponent of value stream mapping, though his approach preceded the modern format we'll use in Chapter 6, Launching the VSM Initiative (VSM Steps 1-3), on mapping and improving value streams.

Finally, you can now identify the eight VSM steps...