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.

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Table of Contents (23 chapters)
Preface
Preface
Who this book is for
What this book covers
Download the color images
Conventions used
Get in touch
Share Your Thoughts
1
Section 1:Value Delivery
Section 1:Value Delivery
Free Chapter
2
Chapter 1: Delivering Customer-Centric Value
Chapter 1: Delivering Customer-Centric Value
Viewing value from a Lean-oriented perspective
Developing a value proposition
Creating value
Taking a Lean-Agile view of value
Understanding VSM
Understanding the role of DevOps in delivering value
Integrating Lean, Agile, VSM, and DevOps
Summary
Questions
Further reading
3
Chapter 2: Building On a Lean-Agile Foundation
Chapter 2: Building On a Lean-Agile Foundation
Instilling the values and principles of Agile
Gaining stakeholder support
Implementing useful metrics
Improving IT flows through Lean Thinking
Eliminating waste in software development
Creating the Lean-Agile foundation
Accelerating flows across IT value streams
Summary
Questions
Further reading
4
Chapter 3: Analyzing Complex System Interactions
Chapter 3: Analyzing Complex System Interactions
Resolving IT complexity through systems thinking
Analyzing cause and effects in systems
Calculating potential connections
Limiting connections
Learning the vocabulary of systems thinking
Visualizing the interrelationships of system elements
Reading a CLD
Summary
Questions
Further reading
5
Chapter 4: Defining Value Stream Management
Chapter 4: Defining Value Stream Management
Technical requirements
Implementing Lean concepts
Identifying value streams
Applying VSM methods and tools
Defining the eight steps of VSM
Summary
Questions
Further reading
6
Chapter 5: Driving Business Value through a DevOps Pipeline
Chapter 5: Driving Business Value through a DevOps Pipeline
Breaking down barriers
Improving flows with CI/CD pipelines
Tooling to establish CI/CD pipelines
Understanding virtualization
Using containers for virtualization
Defining CI
Defining CD
Enabling CI/CD and DevOps pipeline flows
Integrating ITSM
Moving beyond projects and into products
Summary
Questions
Further reading
7
Section 2:VSM Methodology
Section 2:VSM Methodology
8
Chapter 6: Launching the VSM Initiative (VSM Steps 1-3)
Chapter 6: Launching the VSM Initiative (VSM Steps 1-3)
Committing to Lean – VSM Step 1
Summary
Questions
Further reading
9
Chapter 7: Mapping the Current State (VSM Step 4)
Chapter 7: Mapping the Current State (VSM Step 4)
Evaluating the current state of Lean practices
Getting started with mapping
Beginning the map
Creating an IT value stream map
Summary
Questions
Further reading
10
Chapter 8: Identifying Lean Metrics (VSM Step 5)
Chapter 8: Identifying Lean Metrics (VSM Step 5)
Defining universal Lean metrics
Assessing Lean performance
Measuring key software delivery metrics
Implementing the tools of Lean metrics
Summary
Questions
Further reading
11
Chapter 9: Mapping the Future State (VSM Step 6)
Chapter 9: Mapping the Future State (VSM Step 6)
Modeling three future state objectives
Phase 1 – customer demand
Phase 2 – continuous flow
Phase 3 – leveling
Summary
Questions
Further reading
12
Chapter 10: Improving the Lean-Agile Value Delivery Cycle (VSM Steps 7 and 8)
Chapter 10: Improving the Lean-Agile Value Delivery Cycle (VSM Steps 7 and 8)
Combining Lean and Agile practices
Making continuous Lean-Agile improvements
Creating Kaizen plans – VSM step seven
Implementing Kaizen plans – VSM step eight
Reviewing the VSM methodology
Summary
Questions
Further reading
13
Section 3:VSM Tool Vendors and Frameworks
Section 3:VSM Tool Vendors and Frameworks
14
Chapter 11: Identifying VSM Tool Types and Capabilities
Chapter 11: Identifying VSM Tool Types and Capabilities
Leveraging VSM tools and platforms
Enabling VSM tool capabilities
Highlighting important VSMP/VSM tool capabilities
Key issues addressed by VSM tools
VSM tool implementation issues
Enabling business transformations
VSM tool benefits
Summary
Questions
Further reading
15
Chapter 12: Introducing the Leading VSM Tool Vendors
Chapter 12: Introducing the Leading VSM Tool Vendors
Putting modern VSM tools in perspective
Improving value delivery
Using VSM beyond CI/CD and DevOps
Listing the leading VSM tool providers
Summary
Questions
Suggested reading
16
Chapter 13: Introducing the VSM-DevOps Practice Leaders
Chapter 13: Introducing the VSM-DevOps Practice Leaders
The VSM Consortium
PMI's DA FLEX
Scaled Agile Framework (SAFe)
Summary
Questions
Further reading
17
Chapter 14: Introducing the Enterprise Lean-VSM Practice Leaders
Chapter 14: Introducing the Enterprise Lean-VSM Practice Leaders
Going all-in on Lean
Introducing LEI
Getting started with Lean
Implementing a phase-based approach to Lean improvements
Summary
Questions
Further reading
18
Section 4:Applying VSM with DevOps
Section 4:Applying VSM with DevOps
19
Chapter 15: Defining the Appropriate DevOps Platform Strategy
Chapter 15: Defining the Appropriate DevOps Platform Strategy
Avoiding DevOps implementation pitfalls
Interviewing the experts
Deciding on an appropriate DevOps platform strategy
Dealing with corporate implementation mandates
Dealing with creative versus repeatable pipeline activities
Addressing the pitfalls of DevOps
Summary
Questions
Further reading
20
Chapter 16: Transforming Businesses with VSM and DevOps
Chapter 16: Transforming Businesses with VSM and DevOps
Uniting VSM initiatives
Using VSM for DevOps improvements
Connecting to enterprise VSM initiatives
Using OKRs to drive business transformations
Aligning VSM initiatives with strategies and portfolios
Understanding how VSM initiatives can fail over time
Expanding the vision for the VSM tool industry
Summary
Questions
Further reading
Appendix A – VSM Charter
Appendix B – VSM Storyboard
21
Assessments
Assessments
Chapter 1: Delivering Customer-Centric Value
Chapter 2: Building on a Lean-Agile Foundation
Chapter 3: Analyzing Complex System Interactions
Chapter 4: Defining Value Stream Management
Chapter 5: Driving Business Value through a DevOps Pipeline
Chapter 6: Launching the VSM Initiative (VSM Steps 1-3)
Chapter 7: Mapping the Current State (VSM Step 4)
Chapter 8: Identifying Lean Metrics (VSM Step 5)
Chapter 9: Mapping the Future State (VSM Step 6)
Chapter 10: Improving the Lean-Agile Value Delivery Cycle (VSM Steps 7 and 8)
Chapter 11: Identifying VSM Tool Types and Capabilities
Chapter 12: Introducing the Leading VSM Tool Vendors
Chapter 13: Introducing the VSM-DevOps Practice Leaders
Chapter 14: Introducing the Enterprise Lean-VSM Practice Leaders
Chapter 15: Defining the Appropriate DevOps Platform Strategy
Chapter 16: Transforming Businesses with VSM and DevOps
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22
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Defining universal Lean metrics

We've already introduced some Lean metrics in the previous chapter on current-state value stream mapping. However, we did not take the time to define Lean metrics other than metrics explicitly related to software delivery performance. Additionally, there are many traditional Lean metrics that you and your VSM team need to understand how to use, as identified in the following list:

  • Cycle time (CT): The CT is the timespan between starting and finishing a process or a value stream activity. The CT is actually a measure of throughput (units per period of time). So, if we can produce 40 widgets in a 40-hour work week, our cycle time is The VSM team only includes working time and does not include work in progress (WIP), nor the waiting time between value stream activities. However, the CT is not always all value-adding time (VT). There can be elements of non-value-adding work within the activity in the form of waste. This waste includes defects...
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