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

Moving beyond projects and into products

The traditional waterfall model for software development is project-based. In the industry's early days, the project-oriented approach seemed to make sense due to the high costs, complexities, and risks involved in software development.

Let's review the type of work that is best suited to traditional project management practices. For example, the characteristics of project-based work include the following:

  • Projects have definable deliverables or outputs in the form of products, services, or results.
  • Project-based deliverables are relatively unique, and, therefore, the work has significant risks.
  • Project constraints are defined in project charters, approved by customers or executive sponsors, with specific boundaries on authorized scope, schedule, costs, and quality.
  • Project-oriented work is highly tailored to support each product's unique requirements, and, therefore, the work is relatively non-repetitive...