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

Questions

  1. Why is it not recommended to jump straight into mapping the desired future state of a value stream?
  2. How does value stream mapping differ from process modeling techniques?
  3. Why shouldn’t we automate a business process until we have made improvements to work and information flows?
  4. Once the VSM team, value stream operators, and other critical stakeholders learn Lean processes, is there anything else they should do before executing their VSM plan?
  5. What is the reason for having a standard set of symbols and icons for value stream mapping?
  6. Collectively, what is the purpose of conducting Gemba walks as part of value stream mapping?
  7. What are the three fundamental rules when practicing Gemba?
  8. In which direction do you start to draw your current state map, and why?
  9. In which order does a VSM team implement Lean improvements to a value stream?
  10. What are the eight steps to draw a current state map?