Driving DevOps with value stream management : improve IT value stream delivery with a proven VSM methodology to compete in the digital economy / Cecil 'Gary' Rupp, Helen Beal.

Format:

Book

Author/Creator:

Rupp, Cecil 'Gary', author.

Beal, Helen, author.

Language:

English

Subjects (All):

Computer software--Development--Management.

Computer software.

Physical Description:

1 online resource (676 pages)

Place of Publication:

Birmingham ; Mumbai : Packt Publishing, [2021]

Summary:

A practical guide to implementing Value Stream Management to guide your strategic investments in DevOps capabilities and deliver customer-centric value quickly and economicallyKey FeaturesAddress DevOps implementation issues, including culture, toolchain costs, improving work and information flows, and product team alignmentImplement proven VSM methodology to improve IT value stream flowsLeverage VSM platforms to view, analyze, and improve end-to-end value deliveryBook DescriptionValue 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.What you will learnIntegrate Agile, systems thinking, and lean development to deliver customer-centric valueFind out how to choose the most appropriate value stream for your initial and follow-on VSM projectsEstablish better flows with integrated, automated, and orchestrated DevOps and CI/CD pipelinesApply a proven eight-step VSM methodology to drive lean IT value stream improvementsDiscover the key strengths of modern VSM tools and their customer use case scenariosUnderstand how VSM drives DevOps pipeline improvements and value delivery transformations across enterprisesWho this book is forThis book will help corporate executives, managers, IT team members, and other stakeholders involved in digital business transformations to improve the flow of customer value through their IT-based value streams. It will provide you with the practical guidance you need while adopting Lean-Agile, Value Stream Management, and DevOps capabilities on an enterprise scale to enable business agility. A basic understanding of how CI/CD and DevOps pipelines improve software delivery capabilities via integrated and automated toolchains will help you to make the most of the book.

Contents:

Cover

Title Page

Copyright and Credits

Foreword

Contributors

Table of Contents

Preface

Section 1: Value Delivery

Chapter 1: Delivering Customer-Centric Value

Viewing value from a Lean-oriented perspective

Competing in a digital economy

Diving into the many concepts of value

Viewing value from the context of business assets

Viewing value from the context of business relationships

Establishing business relationships as value networks

Establishing business relationships as value chains

Defining customer value

Developing a value proposition

Aligning business strategies through five questions

Creating a vision for the organization

Delivering value

Creating value

Taking a Lean-Agile view of value

Understanding the values and principles of Agile

Reviewing the fundamentals of Lean Development

Implementing Lean Software Development practices

Delivering value through value streams

Identifying value streams

Mapping value streams

Understanding VSM

Building on the foundations of Lean

Building on Agile

Defining VSM concepts and processes

Learning methods before tools

Implementing VSM in IT

Promising VSM growth

Understanding the role of DevOps in delivering value

Delivering value in IT

Automating value across IT

Collaborating across IT development and ops

Defining IT value chains and value streams

Accelerating Agility

Integrating Lean, Agile, VSM, and DevOps

Summary

Questions

Further reading

Chapter 2: Building On a Lean-Agile Foundation

Instilling the values and principles of Agile

Leading Scrum and Lean-Agile methodologies

Leading the way

Gaining stakeholder support

Implementing useful metrics

Agile quality metrics

Agile productivity metrics

Agile project metrics.

Health metrics for Agile teams/Agile performance metrics

Core Lean and Kanban metrics

Measuring software quality in Agile

Improving IT flows through Lean Thinking

Eliminating waste in software development

Creating the Lean-Agile foundation

Accelerating flows across IT value streams

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

CLD model of analyzing Product Backlog priorities

Open CLD model of Product Backlog refinement activities

CLD model of design and work clarifications

CLD model of analyzing work against team capacity

CLD model of negotiations and trade-off activities

Chapter 4: Defining Value Stream Management

Technical requirements

Implementing Lean concepts

Implementing information flows

Defining types of value streams

Employing VSM

Establishing value stream boundaries

Improving business value

Leading the change

Mapping the value stream

Applying VSM methods and tools

Defining the eight steps of VSM

Chapter 5: Driving Business Value through a DevOps Pipeline

Breaking down barriers

Sharing accountability

Improving flows with CI/CD pipelines

Tooling to establish CI/CD pipelines

Understanding virtualization

Virtualizing data center resources

Employing hypervisor software for virtualization

Using containers for virtualization

Having it both ways

Defining CI

Encouraging frequent testing

Defining CD.

Automating configuration tasks via code

Protecting our software assets

Enabling CI/CD and DevOps pipeline flows

Improving pipeline flows

Understanding the full scope of DevOps

Defining CI/CD and DevOps pipeline boundaries

Expanding the CI/CD model

Resolving issues of mismatched velocities

Scoping DevOps pipeline activities

Integrating ITSM

Delivering service value

Encompassing the four dimensions of ITSM

Defining ITSM delivery flows

Delivering ITSM value

Moving beyond projects and into products

Funding product teams

Section 2: VSM Methodology

Chapter 6: Launching the VSM Initiative (VSM Steps 1-3)

Committing to Lean - VSM Step 1

Navigating the origins of Lean

Linking Lean to value delivery

Improving production flows without compromising flexibility

Installing the right operating system for VSM

Managing a VSM initiative

Starting a VSM initiative

Sustaining the VSM initiative

Committing to Lean - tools

Choosing a value stream - VSM Step 2

Learning about Lean - VSM Step 3

Chapter 7: Mapping the Current State (VSM Step 4)

Evaluating the current state of Lean practices

Contrasting business process modeling techniques

Automating business processes

Getting started with mapping

Building a value stream mapping icon standard

Going to see (Gemba)

Starting our map with the customer in mind

Preparing to map

Beginning the map

Drawing the current state map in eight steps

Creating an IT value stream map

Documenting our Gemba walk findings

Mapping the IT current state value stream

Mapping the current state - tools

Chapter 8: Identifying Lean Metrics (VSM Step 5)

Defining universal Lean metrics.

Gathering Lean metrics

Analyzing current value stream map metrics

Breaking down CTs

Improving percent complete to accurate (%C/A) metrics

Assessing Lean performance

Measuring key software delivery metrics

Delivery lead time

Deployment frequency

Mean time to restore

Change failure rates

Adding flow metrics and analytics to VSM

Going beyond the DORA Four

Implementing the Flow Framework

Creating a safe work environment

Implementing the tools of Lean metrics

Chapter 9: Mapping the Future State (VSM Step 6)

Modeling three future state objectives

Phase 1 - customer demand

Calculating Takt times

Establishing pitch

Understanding production controls

Managing buffers and safety inventories

Improving the work environment

Resolving demand-related problems

Mapping the customer-demand map

Future state - customer demand tools

Phase 2 - continuous flow

Evaluating the value stream as a complex system

Applying the concepts of continuous flow

Evaluating the impediments of flow

Implementing production control strategies

Balancing our value stream flows

Stabilizing work practices

Changing work layouts

Displaying standardized work

Drawing the continuous flow phase map

Future state - continuous flow tools

Phase 3 - leveling

Leveling flows by analogy

Assessing leveling needs

Leveling concepts

Leveling methods

Drawing the leveling phase map

Eliminating Agile-based batch processing

Future state - leveling tools

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

Connecting to a business strategy.

Planning Lean improvements across phases

Developing Kaizen plans

Obtaining approvals to proceed

Implementing Kaizen plans - VSM step eight

Addressing the issue of change

Guiding Lean business transformations

Decomposing Lean improvement work

Managing VSM initiatives as portfolio-level investments

Leveraging the tools of Kaizen

Reviewing the VSM methodology

Section 3: VSM Tool Vendors and Frameworks

Chapter 11: Identifying VSM Tool Types and Capabilities

Leveraging VSM tools and platforms

Enabling VSM tool capabilities

IT and business alignment

Actionable and relevant data

Data-driven, outcome-focused analytics

Dynamic value stream visualization

Workflow orchestration

IT governance

Highlighting important VSMP/VSM tool capabilities

Classifying VSMP/VSM tool vendors

Classifying VSDP tool vendors

Classifying CCA tool vendors

Key issues addressed by VSM tools

VSM tool implementation issues

Breaking down organizational silos

Developing knowledge, skills, and resources

Getting executive buy-in

Overcoming budget constraints

Knowing how to get started

Lacking process maturity

Maintaining governance and compliance

Enabling business transformations

Providing metrics to show business value

Understanding costs across organizational value streams

Understanding value stream lead and cycle times

Managing risks across value streams

Analyzing patterns and trends

Accelerating improvements with AI

Governing the software delivery process

Managing value streams as continuous flows

Visualizing value streams

Improving cross-functional and cross-team collaborations

Improving value stream efficiencies and handoffs

Improved quality

Performing what if analysis.

Reusing templates for better standard work items.

Notes:

Description based on print version record.

ISBN:

9781801076548

1801076545

9781801078061

1801078068

OCLC:

1276858692