Accelerate Collaboration and Innovation with Value Stream Mapping Shaaron A Alvares Sr. Agile DevOps Transformation Coach T-Mobile Twitter: @shaaron2010 1
About Me Shaaron A Alvares Sr. Agile & DevOps Coach, T-Mobile Ambassador, DevOps Institute Editor, InfoQ @shaaron2010 2 2
Agenda ● Defining Value Stream Mapping What is ● Mapping The Flow Of Value VSM ● VSM As An Organizational & Cultural Capability ● Understanding Waste versus Value VSM in ● VSM Common Challenges & Resistance Practice ● Value Stream Mapping In Practice ● Cultural & Behavioral Transformation ● Business & Organizational Outcomes Outcomes ● Key Success Factors 3 3
Key Takeaways Why and How To Factor The Human & Cultural Side in VSM How To Prepare & Run a Successful VSM How To Develop a Collaborative Prioritized Transformation Backlog Value Stream Mapping as a Cultural & Innovation Capability 4 4
Defining Value Stream Mapping “ Value Stream Mapping is a practice that consists of mapping, analyzing and measuring all step by step activities involved in delivering value to the end users, with the purpose of reducing or removing waste. ” “ The outputs of Value Stream Mapping are maps showing the current state, the future state, a transformational improvement backlog and a plan for delivering it. ” 5
Mapping The Flow of Value Development/ Product Mgt Data/ AI Operations R&D Marketing Security QA Your Product Value Stream & Idea to cash Lead Time 6 6
“ Doing DevOps is not difficult, but to really get the full power of it, you need to make changes in how you structure your organization, how you make the work flow through your organization . ” – Mark Schwartz on DevOps and Bureaucracy 7
“ The Most Valuable DevOps Tool is Value Stream Mapping ” – Shaaron A Alvares 8
Value Stream Map – Sample 9
Cross-Functional Communication, Collaboration & Cooperation 10
VSM As An Organizational & Cultural Capability IDENTIFY & MAP ANALYZE & MEASURE IMPROVE Asking questions we don’t have People/ Role Retrospective Waste the answers to Step by Step Activities Handoffs Problem-solving Wait Time Bottlenecks Handoffs Thinking & Brainstorming Re-work Artifacts collaboratively Redundancies & Duplicates Tools Integration & Flow Continuously question the status- Measure Everything Status Reports quo and improve Map the Reality Challenge The Status-Quo Test & Learn SAFETY COLLABORATION TRUST 11 11
Understanding Waste versus Value Non Value-Add Waste Value-Add Activities Necessary vs Unnecessary • Defects & Rework • Delays, Wait Time, Bottlenecks • Market Research • Over -production: backlog waste • Concept development • Over -processing: recreating the wheel • Spike/ Prototype • Transportation: silos, gates, handoffs • Backlog/ Features • Unnecessary motions: task switching • Planning • Inventory: Too much WIP • Build • Non -utilized talent • Deploy • Management activities (Status) • Etc. • Manual activities • Etc. 12 12
Common VSM Challenges & Resistance ORGANIZATIONAL CULTURAL LARGE SCALE • Hierarchy • New investments • New ways of thinking • Facilitation & coordination • New processes and tools • Business & Tech close • Buy-In • Business constraints • Alignment collaboration • New tools integration • Knowledge & upskilling • Participation • Automation • Leadership alignment & • Momentum • Teams’ reorgs • Complex challenges engagement • Vendors Mgt • Automation 13
Value Stream Mapping In Practice 1-2 days 1-2 days 1-2 days 1 Month 1-2 Months On-Going 1 Week Workshop EXECUTION PLANNING VSM WORKSHOP Transformational Internal Planning the VSM Current State Desired State Execute & Iterate Backlog & Execution Pre-Planning (Business & Tech) Mapping Mapping Plan ITERATE Develop the tactical Goal Thorough planning with Execute on the Map all current people, Identify and map the Prepare for engaging the Backlog & Plan to drive business & technology process and technology improved and transformation plan and “planning stakeholder” the organization from Stakeholders measure improvements step by step activities streamlined flow of value current to desired state Outcomes • Shared prioritized • Clear VSM core team • Create a culture of • Shared goals • Shared understanding • Alignment and buy -in transformational goals continuous improvement, • Solid plan: kick -off and roadmap & product and accountability in the into the desired future • Confidence in the VSM collaboration and run the VSM workshop big picture state backlog between business case innovation Business & Tech 14 14
Planning Phases Activities/ behaviors Participants Outputs • Recruit your core team of champions • Core team of champions • WHY: Business case for VSM Pre-Planning • Draft Goals & purpose • Recruit & educate your key “Sponsors” • A technology manager champion • Onboard for strong buy -in • A business stakeholder champion • Expected business benefits • VSM assessment: business case • Expected Organizational benefits • Assess the VSM risks: availabilities, vendor, • Draft risk log (ex.: change in mindset) • Training strategy readiness, etc. • Draft business & technology/ delivery • Prepare the VSM training Content metrics • Purpose & goals • Develop VSM shared purpose & goals • Business case for VSM • Planning: core team • Meet & train Leaders • Key flow metrics • Onboarding/training activities: All • Identify & train all participants & remote • Working agreement participants identified: Planning • Develop logistics • Training content for leaders & teams - Program managers • Recruit & train core VSM change agents & • Socialize and foster a culture of VSM & - Business stakeholders (PM/PO) facilitators open space collaboration - Leaders & Software Dev Managers • Run light weight simulations • Business and technology metrics - Architects • Socialize the VSM mindset: Videos, • VSM logistics complete - DevOps teams, QA, Security, DBA • VSM workshop agenda vetted Brownbag, Slack, Ask Me Anything, etc. • Team of facilitators/ coaches ready 15 15
Planning Phases Activities/ behaviors Participants Sample Training Plan Outputs • What is VS-Mgt • Recruit your core team of champions • Core team of champions • WHY: Business case for VSM Pre-Planning • What is VS-Mapping • Draft Goals & purpose • Recruit & educate your key “Sponsors” • A technology manager champion • Onboard for strong buy -in • A business stakeholder champion • Expected business benefits • VSM ROI • VSM assessment: business case • Expected Organizational benefits • Lean VSM terminology • Assess the VSM risks: availabilities, vendor, • Draft risk log (ex.: change in mindset) • Various scale VSM samples • Training strategy readiness, etc. • VSM applied to DevOps • Draft business & technology/ delivery • Prepare the VSM training Content • Case studies metrics • Real life examples • Type of waste • Flow metrics • VSM integration tools • Etc. • Purpose & goals • Develop VSM shared purpose & goals • Business case for VSM • Planning: core team • Meet & train Leaders • Key flow metrics • Onboarding/training activities: All • Identify & train all participants & remote • Working agreement participants identified: Planning • Develop logistics • Training content for leaders & teams - Program managers • Recruit & train core VSM change agents & • Socialize and foster a culture of VSM & - Business stakeholders (PM/PO) facilitators open space collaboration - Leaders & Software Dev Managers • Run light weight simulations • Business and technology metrics - Architects • Socialize the VSM mindset: Videos, • VSM logistics complete - DevOps teams, QA, Security, DBA • VSM workshop agenda vetted Brownbag, Slack, Ask Me Anything, etc. • Team of facilitators/ coaches ready 16 16
Current & Desired Phases Activities/ behaviors Participants Outputs • Map the current state of value flow • Identify all activities and steps: Current Sate • Participants identified • Current state of value flow mapped - People/ Role • Core VSM team: managers, experienced • Notes and data captured - Step by Step Activities • Readout summary, action items and and coaches and facilitators - Wait Time next steps - Handoffs • Lessons learned - Artifacts produced - CICD pipeline - Tools Integration & Flow - Status reports Desired State • Improved and streamlined desired state • Analyze areas of waste and opportunities: • Participants identified • Core VSM team: managers, experienced bottlenecks, handoffs, silos, queues, delays, map • Improved culture of collaboration coaches and facilitators unused tools, wasted backlog, manual development, rework, durations, etc. • Capture data: Issues, parking lot items, action items, etc. 17 17
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