Driving DevOps with Value Stream Management: Improve IT value stream delivery with a proven VSM methodology to compete in the digital economy

Driving DevOps with Value Stream Management
Foreword
Contributors
About the author
About the reviewers
Preface
    Who this book is for
    What this book covers
    Download the color images
    Conventions used
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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
    Summary
    Questions
    Further reading
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
    Summary
    Questions
    Further reading
Chapter 4: Defining Value Stream Management
    Technical requirements
    Implementing Lean concepts
        Implementing information flows
        Defining types of value streams
        Employing VSM
    Identifying value streams
        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
    Summary
    Questions
    Further reading
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
    Summary
    Questions
    Further reading
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
    Summary
    Questions
    Further reading
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
    Summary
    Questions
    Further reading
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
    Summary
    Questions
    Further reading
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
    Summary
    Questions
    Further reading
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
    Summary
    Questions
    Further reading
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
        Unifying data and artifacts
        Integrating, automating, and orchestrating value stream activities
        Providing a common data architecture
        Developing and populating key performance indicators
    VSM tool benefits
    Summary
    Questions
    Further reading
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
        Atlassian
        CloudBees
        ConnectALL 
        Digital.ai 
        GitLab 
        HCL Software
        Kovair
        Micro Focus
        Plandek
        Plutora
        Quali
        ServiceNow
        Tasktop 
        Apptio/Targetprocess
        ZenHub
    Summary
    Questions
    Suggested reading
Chapter 13: Introducing the VSM-DevOps Practice Leaders
    The VSM Consortium
        Defining VSMC's purpose, mission, and goals
        Building the VSM industry through collaboration
        Delivering customer value through software
        Shepherding the VSM industry
        Offerings in progress
        Findings from the initial VSMC report
    PMI's DA FLEX 
        Fitting Lean-Agile practices to support your way of working
    Scaled Agile Framework (SAFe) 
        Organizing around value streams
        Aligning ARTs around value
        Competing in a digital economy with SAFe
        Leveraging DevOps to support the digital enterprise
        Making Lean-Agile improvements with SAFe
        Selecting the right SAFe configuration
        Achieving continuous value delivery
        Improving pipeline flows in SAFe
        Mapping the current and future states
        Enabling the CDP with DevOps
        SAFe customer use cases
    Summary
    Questions
    Further reading
Chapter 14: Introducing the Enterprise Lean-VSM Practice Leaders
    Going all-in on Lean
    Introducing LEI
        Training and certification programs
        Articulating VSM concepts
        Implementing the core concepts behind Lean 
    Getting started with Lean
        Improving through experimentation
        Reflecting, sharing, and improving
        Defining the principles of Lean
        Applying Lean across the organization
        Implementing Lean to drive business transformations
        Creating a Lean action plan
        Completing the transformation
        Applying LEI's Lean transformation framework
        Co-learning partnerships
        Training and tools from LeanFITT™
        Offerings from LeanFITT™
    Implementing a phase-based approach to Lean improvements
        Phase 1 – Getting people trained and engaged
        Phase 2 – Standardizing the improvement process
        Phase 3 – Energizing the team with active involvement and transparency
        Phase 4 – Making Lean routine and sustainable
        Improving quality with LeanFITT
    Summary
    Questions
    Further reading
        Citing LEI use case studies
Section 4:Applying VSM with DevOps
Chapter 15: Defining the Appropriate DevOps Platform Strategy
    Avoiding DevOps implementation pitfalls
    Interviewing the experts
        Interview with Helen Beal
        Interview with Scott Ambler
        Interview with Pramod Malhotra
        Interview with Yaniv Sayers 
        Interview with Allan Wagner
        Interview with Joel Kruger
    Deciding on an appropriate DevOps platform strategy
        Building a custom DevOps platform
        Purchasing DaaS
        Employing VSM tools
        Building reusable software factories
    Dealing with corporate implementation mandates
    Dealing with creative versus repeatable pipeline activities
    Addressing the pitfalls of DevOps
        Avoiding the pitfalls of Conway's Law
        Implementing a CALMS framework
        Deciding on the appropriate DevOps platform strategy
        Avoiding mandates
        Avoiding wasted time
        Eliminating silos and increasing cross-functional team collaboration
        Upskilling becomes critical
        Implementing pre-production testing
        Separating DevOps engineering from DevOps as a practice
        Allowing flexibility in DevOps policies and procedures
        Improving velocity with quality 
        Building DevOps teams from within
        Automating database builds
        Maintaining incident handling procedures
        Integrating security with DevOps
        Gaining knowledge of DevOps
        Getting fatigued while implementing DevOps
        Coding secrets in source control
    Summary
    Questions
    Further reading
Chapter 16: Transforming Businesses with VSM and DevOps
    Uniting VSM initiatives
        Diverging customer-centric development strategies
        Defining VSM as a modern software tools category
    Using VSM for DevOps improvements
        Implementing the Lean aspects of the VSM roadmap
        Implementing the Agile aspects of the VSM roadmap
        Establishing a business transformation vision
        Implementing tools is not a replacement for people
        Creating a VSM team for DevOps transformations
    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
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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