{"id":33794,"date":"2019-01-02T12:00:30","date_gmt":"2019-01-02T17:00:30","guid":{"rendered":"https:\/\/sdtimes.com\/?p=33794"},"modified":"2020-06-03T11:42:52","modified_gmt":"2020-06-03T15:42:52","slug":"2019-the-year-of-the-value-stream","status":"publish","type":"post","link":"https:\/\/sdtimes.com\/devops\/2019-the-year-of-the-value-stream\/","title":{"rendered":"2019: The year of the value stream"},"content":{"rendered":"

Development teams thrive on precision. They need specific requirements to write clean, tight code. They need to write tests that will accurately reveal any flaws in that code. So when development managers are told they need to consider value when developing software, the reaction is, \u201cWell, what do you mean by value?\u201d<\/span><\/p>\n

In 2019, businesses will more regularly look in on their IT processes to determine if what they\u2019re doing drives value for the business. It\u2019s not enough to simply create a great application. If people aren\u2019t using it, or are getting to a certain point and then bailing, that\u2019s not delivering value.<\/span><\/p>\n

But how do organizations measure if the work they\u2019re doing adds value? Enter the value stream, which those organizations can create to understand how the processes they have in place and the software they create delivers\u00a0\u2014 or fails to deliver \u2014 business value.<\/span><\/p>\n

RELATED CONTENT: What problem are we looking to solve with value stream management<\/a><\/strong><\/p>\n

Because of the complexity of modern application development, visibility into the entire process and the entire system is critical. Agile and DevOps enable organizations to deliver and deploy software faster than ever, and putting metrics on top of that begins to answer the question of whether or not each step or each software iteration is delivering value.<\/span><\/p>\n

But the term \u2018value stream\u2019 is kind of a new, nebulous concept that organizations are trying to get their heads around. In a nutshell, the concept is to measure and evaluate all of the end-to-end activities involved in bringing software to market, and getting the most value you can from that.<\/span><\/p>\n

This requires a change in thinking as much as a change in process. Most companies today are not thinking in terms of a value stream. They take a local approach to their business: Let\u2019s do Agile, or let\u2019s do DevOps. What this does is make segments of the value stream go faster, but doesn\u2019t look at the overall process and result. This approach could lead organizations to apply resources to the wrong place, and not to whatever their bottleneck is.<\/span><\/p>\n

\u201cThe whole goal is to stop us thinking of silos,\u201d said Mik Kersten, CEO of Taskstop and author of the book \u201cProject to Product,\u201d on managing the flow of work from a business perspective. \u201cYou\u2019re looking at value from user story open to user story close, to code commit. And DevOps takes it further, to deploy. We need to think like manufacturers do, from customer request. What they\u2019re pulling and how long it takes to get that to market.\u201d<\/span><\/p>\n

Plutora\u2019s Jeff Keyes, director of product marketing, defined value stream this way: \u201cValue stream mapping is an exercise of looking at software delivery not from a deployment pipeline, the Gary Gruver style, but from a \u2018how do I get software from the point of ideation\u2019 \u2014 looking at it from the customer perspective. The way that I would define value stream is it\u2019s purely looking at the exercise of construction of that product, which is software and software service, for the customer from the customer perspective. And the point of value stream management is managing your software delivery from that point of view. Success isn\u2019t the fact that you build code faster, or have X coverage. Success is the fact that you had this idea and now it\u2019s in the customers\u2019 hands, and there\u2019s tools out there to see how the customer is using it and you can incorporate it into your [development cycle].\u201d<\/span><\/p>\n

Kersten added, \u201cIf you\u2019re doing a transformation, and you want your mobile apps to get out faster, you might have the knee-jerk reaction many organizations have had, \u2018let\u2019s hire more developers, let\u2019s get agile going, let\u2019s get CI\/CD going.\u2019 I can\u2019t tell you how many organizations I\u2019ve seen do that, and then at the tail end, they realize that their bottleneck was not the developers, or their ability to deploy, but the fact that their ratio of UX designers to developers was 1 to 100, or 1 to 200. And of course they didn\u2019t realize that until too late, because they were looking at optimizing a part, such as a deployment pipeline, or how they do Agile, rather than the end-to-end value stream.\u201d <\/span><\/p>\n

One of the key ways to increase value in what you deliver is by eliminating waste. Lean manufacturing operations already use value streams, and it\u2019s now making its way into IT.<\/span><\/p>\n

\u201cWhen you\u2019re doing value stream mapping, you look at two things: value-added work, and non-value-added work,\u201d according to Jim Azar, CTO at Orasi, which owns the integration platform provider ConnectALL. \u201cAnd the goal is to use Lean principles around waste to remove non-value-added work. Value stream integration comes into play because copying information from one software tool to help you develop into another is non-value-added work. But there\u2019s other non-value-added work inside those processes as well. Some of the bigger companies have been putting in habits and methods that aren\u2019t relevant anymore. If they can remove those, they can make time to market and hit their needs as well.\u201d<\/span><\/p>\n

Flint Brenton, CEO of CollabNet VersionOne, said organizations need to tie their development platform to the business to derive value. \u201cYou have to give visibility in to the process from development to deployment, and create a value stream model with both the developer point of view and the business point of view,\u201d he said. \u201cThere\u2019s no other way to benefit from enterprise value stream management than by tapping into the full promise of scaling Agile and DevOps orchestration. Value stream enables that due to its unique way of bringing together planning, Git version control and DevOps to close the gaps and remove barriers to smooth value streams that span the enterprise.\u201d <\/span><\/p>\n

To effectively connect work to the business, according to Tasktop\u2019s Kersten, \u201cthe key thing that needs to happen is to switch to a product-oriented paradigm\u201d instead of viewing development work as a project. This, of course, requires a not-insignificant culture shift and its inherent pain. <\/span><\/p>\n

So Anders Wallgren, CTO at Electric Cloud, said, \u201cI would tell people not to change until the pain of not changing becomes greater than the pain of change.\u201d <\/span><\/p>\n

What should you measure?<\/strong>
\nOnce an organization has decided the pain of not changing is too great, and they want to create value streams, one of the first key things to do is to collect data. The first part of that, according to Plutora\u2019s chief marketing officer Bob Davis, involves release planning, coordination and orchestration. <\/span><\/p>\n

\u201cWhen you\u2019re looking at an enterprise release, you\u2019re having to mix together multiple of these different project teams together to end up with some scope set of features and functionalities across these teams, which \u2014 we\u2019d love for them to be all independent with no dependencies, but that ain\u2019t life,\u201d Davis said. Coordinating the activities and workflow around taking releases forward is part of it. Managing test environments is another. According to Davis, only 40 percent of pre-production test environments are in the cloud, and even fewer have any level of automation. This makes it difficult for organizations to move away from the spreadsheets they use to track what\u2019s going on.<\/span><\/p>\n

\u201cDevOps has the standard metrics you\u2019d look for for deployment frequency and failure frequency, you have TTR (time to remediation) plus deployment frequency,\u201d Davis added. \u201cValue stream has additional metrics around cycle time, lead time with the focus of looking at waste.\u201d<\/span><\/p>\n

But tooling has often stood in the way of these transformational efforts, as each department wants to use the tools they always have. This, though, makes it difficult to gain visibility into the overall work effort, unless you can integrate and orchestrate the information coming in from those disparate tools.<\/span><\/p>\n

Kersten said, \u201cThere\u2019s a ton of functional specialization in our organizations, and we need to, because business analysts, graphic designers, marketing, developers, infrastructure admins, those are different functions, and they have different tools. I\u2019ve learned it takes a village to build software. We have to recognize that there are all these specializations, and that\u2019s OK, that\u2019s great. In medicine, you used to go, a hundred years ago, to one doctor, and he would attach leeches to you and help heal you that way. But now you go to all these specialists, because the discipline of medicine has become much more complex. The problem with that is that the handoffs between specializations become the bottlenecks. In the U.S., for example, the medical errors that come from handoffs are one of the leading causes of death. When things are siloed and you can\u2019t transfer information in an automated way, those handoffs become the bottleneck.\u201d<\/span><\/p>\n

So, not only do you need metrics to have an effective value stream, you need to have visibility into the development and delivery processes. Plutora\u2019s Keyes said, \u201c Visibility is the key, because without visibility you can\u2019t do a few things — you don\u2019t have any idea of your pipeline, and managing your pipeline becomes very, very fragmented, especially as you go to autonomous teams and to self-directed, and as that culture shifts, it\u2019s a nightmare. Continuous improvement is impossible. I was working on our overview deck, and took a quote from Peter Drucker, \u2018you can\u2019t manage what you can\u2019t see,\u2019 and I took out manage and say \u2018you can\u2019t continuously improve what you can\u2019t measure,\u2019 which is the point.<\/span><\/p>\n

You have to work at it<\/strong>
\nDesigning the value stream is only half the battle, though. To eliminate bottlenecks and waste, there must be an ongoing process of evaluating all you do, to see where more value can be squeezed from the work.<\/span><\/p>\n

Connect-ALL\u2019s SVP GM Lance Knight said even after organizations have create their value stream maps and design, there\u2019s much more work to be done. \u201cI know what my value stream is, I\u2019ve done my measurements, and my time, and I know what my unplanned waste is, but nobody\u2019s saying, OK, now what do I do with that? There\u2019s a lot more to it,\u201d he said. \u201cIf it takes me four weeks to get something through an approval process in my company, there\u2019s a problem with that. There\u2019s a lot of unneeded or wasted time in there. Now I need to dig in. When you dig in, you can use what they call a SIPOC (supplier, input, process, output, customer). So what\u2019s coming in, what are all these things coming in, and why do I need all these to run that process? You can go deeper into value stream and Six Sigma stuff. There\u2019s not like this one place you can go and say, here\u2019s how you remove waste from the organization.\u201d<\/span><\/p>\n

Another part of the waste removal process is that organizations that have been in business a long time have had practices \u2014 habits \u2014 in place for a long time, so change is hard. Not enough questioning of process and how work is done is occurring.<\/span><\/p>\n

Knight described his time in IT at a 100-year-old aerospace company in upstate New York called Utica Drop Forge. \u201cThey were doing things that they had to do for ISO-9000, called a corrective action,\u201d he recalled. \u201cThey were living that corrective action for 30 years. So I would go out to this injection dye machine, and the guy would be sitting there and he would be writing the numbers on paper, then sitting down and putting them into a computer.<\/span><\/p>\n

\u201cI was like, \u2018Why are you writing it on paper still?\u2019 \u00a0Well, the guy said, \u201820 years ago, Pratt & Whitney filed a corrective action because they weren\u2019t getting this information and I have to write it on paper.\u2019 <\/span><\/p>\n

\u201cWell, how are they getting this information now?\u201d Knight asked the man. \u201cI email them in a spreadsheet,\u201d was the reply. \u201cSo, why are you writing it down?\u201d Knight called this over-processing waste.<\/span><\/p>\n

\u201cThat\u2019s what happens in these big organizations,\u201d Knight explained. \u201cThey can\u2019t get lean because they can\u2019t figure out how to remove their own creative processes.\u201d<\/span><\/p>\n

He went on to say that organizations have to know that that is what they\u2019re looking for, but it\u2019s not something that someone in the organization can often do. The solution is to bring in an outside change agent.<\/span><\/p>\n

Plutora\u2019s Davis said, \u201cPeople focus a lot, when they talk about value stream, on the value delivered at the end of the day to the customer, and tying that to the business. And while that\u2019s obviously critical, and perhaps even where the whole thing needs to start, we see the notion of value being relevant throughout the entire organization. So, even at a practitioner level, there\u2019s value in understanding better what\u2019s going on in and around my adjacent world, to assess whether I\u2019m getting better, and adding value to the process.\u201d<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

Development teams thrive on precision. They need specific requirements to write clean, tight code. They need to write tests that will accurately reveal any flaws in that code. So when development managers are told they need to consider value when developing software, the reaction is, \u201cWell, what do you mean by value?\u201d In 2019, businesses … continue reading<\/a><\/p>\n","protected":false},"author":205,"featured_media":33795,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"om_disable_all_campaigns":false,"cybocfi_hide_featured_image":"","footnotes":"","_links_to":"","_links_to_target":""},"categories":[2432,1],"tags":[15313,132,14603,14671,254,14670,14669,12689,411,14198],"coauthors":[11448],"acf":[],"yoast_head":"\n2019: The year of the value stream - SD Times<\/title>\n<meta name=\"description\" content=\"Companies will need to take a customer-centric view of what they\u2019re delivering, while using Lean manufacturing techniques to eliminate waste from their processes\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/sdtimes.com\/devops\/2019-the-year-of-the-value-stream\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"2019: The year of the value stream - 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