Critical steps in Determining Your Value Stream Management Solution
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The document provides an overview of steps for determining a Value Stream Management (VSM) solution for an organization. It begins with an introduction of the speakers and outlines the webinar goals of explaining the comprehensive process for selecting a VSM solution. The webinar then details each step, including understanding why the steps are important, how solutions are determined through activities like future state mapping and return on investment analysis, and the expected outcome of team alignment around a recommended solution.
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Critical steps in Determining Your Value Stream Management Solution
- 1. Jeff Keyes Director of Product Marketing Greater Seattle Area Marc Hornbeek Independent Consultant Author – Engineering DevOps Determine a VSM Solution
- 2. Value Stream Management Webinar Series I. Why is Value Stream Management Essential for Effective DevOps? II. Conducting Value Stream Management Assessments III. What to Look for in a VSM Solution? IV. How to Implement VSM? V. Operationalizing VSM within Your Organization
- 3. Webinar Goals Explain the steps of a comprehensive process for determining a VSM solution for your organization. 1 What you will learn The steps to determine a VSM solution Why following these steps is important What is the expected outcome Next steps 2 3 4 5
- 4. 1. WHY – is following steps for determining a VSM solution important? 2. HOW – are VSM solutions determined? 3. WHAT – is the expected outcome of a Value Stream Management solution recommendation? What you will learn:
- 5. Solution matched to vision and goals 1. WHY – is following steps for determining a VSM solution important? Team alignment around future state solution Avoid lost business opportunity costs caused from delays Return on Investment with solution that optimizes labor and systems costs Morale improved when the team is aligned to the solution
- 6. 2. HOW – are Value Stream Management solutions determined? 1. Review of Inputs from VSM Assessment 2. Future-State Value Stream Mapping 3. Tools Recommendations 4. Road-mapping DevOps Transformation 5. Build a backlog of Themes, Epics and User-stories 6. Estimate Return on Investment 7. Solution Recommendation Alignment 8. Next steps Aligned Solution Requirements Current-State Value-Stream Map Future-State Value-Stream Map DevOps Transformation Roadmap Backlog of Themes, Epics, User Stories Solution Recommendation Alignment Tools Recommendations Return on Investment Estimate
- 7. To what extent is your organization using value stream management today? Survey Question #1 Don’t know.A Just getting familiar with VSMB Decided to implement VSM but not yet implemented.C VSM is being implemented but not yet part of our production environment. D VSM is part of our production environment.E Decided not to use VSM.F
- 8. Review Inputs from Assessment Current state of tools Current state of Gaps in current practices Current-state Value Stream identifying bottlenecks Model application selected Aligned VSM Business Goals Current state of organization
- 9. Goal Alignment Tool * For a specific model application and timeframe determine goals, current state, desired future state, Gap% and Rank. Goal Metric Current Future Gap% Rank Agility Duration, Frequency 10 2 500% 1 Stability MTTR 10 5 200% 3 Efficiency % waste 20 17 118% 6 Quality Remediations 20 5 400% 2 Security Events 5 3 167% 4 Satisfaction Referrals 35 50 142% 5
- 10. Stage Solution Tactics Expected Improvement Draft Rank Plan Release Codify backlog 6 days 3 Plan download Codify download 8 days 2 Approvals Automate CAB 9 days 1 Engineer a Future State Map that attacks the primary bottlenecks DeployApproval Download & Test Release Preparation 2.5d 0d System Acceptance 4d 2.5d 1d 0d 0w 0d 0.1d Future State Value Stream Map – 2 weeks
- 11. When engineering a solution for any stage in the value stream consider all three dimensions: people, process and technology. Changes to any of these dimensions may affect timings and quality. Backlog Dev Integration Deliver Deploy Operate PEOPLEPROCESSTECH L/P L/P L/P L/P L/P L/P NVT NVT NVT NVT NVT %C/A %C/A %C/A %C/A %C/A
- 12. Consider pros and cons of available sources against general tools selection factors and VSM specific tool selection factors VSM Tool Selection Source of Tools VSM- Specific Selection Factors • Open-Source • Freemium • Do-It-Yourself (DIY) or “Home-Grown” • Enterprise License Tools Selection Factors • Open-Source • Freemium • Do-It-Yourself (DIY) or “Home-Grown” • Enterprise License • Per Gartner 2018
- 13. Forrester’s Overview Of 13 Value Stream Management Tools July 12, 2018 VSM Capabilities
- 14. Tool Alternative 2 Tool Alternative 3Tool Alternative 1 Tools Comparison Matrix • List tool requirements side-by-side the characteristics of alternative tools. • If there are multiple tools that are equally well suitable then a deeper dive or Proof-of-Concept (POC) bake-off may be required Comparison Category Requirement Weight (W)(1-5) Description Score (S) (1-5) Description Score (S)(1-5) Description Score (S) (1-5) Source: Open-Source, Freemium, DIY, Enterprise Initial Cost: the licensing and labor cost for an initial configuration including costs internal to the organization. Total Cost of Ownership: the licensing and labor cost to the organization at scale, including costs internal to the organization. Compatibility: operating systems, ecosystems, cloud- native, DevOps frameworks, APIs Ease of Use: intuitive user interface, efficient controls, efficient outputs Administration Capabilities: installation support, diagnostic support, built-in metrics to track performance Functional Requirements: features and capabilities Non-Functional Requirements: Performance, reliability, stability, scalability Roadmap: planned enhancements for future solution requirements Support: professional services for installation, proof-of- concept, configuration, training, and bug fixes Weighted Score W x S
- 15. What is your highest priority use case for Value Stream Management? Survey Question #2 Don’t know.A Remove bottlenecks in our end-to-end value stream.B Reduce the effort and cost of orchestrating tasks such as test environment set-up. C Automate the collection of data for governance and compliance audits. D Automate the collection of data needed for process or capacity planning. E I don’t see a compelling use case for Value Stream Management.F
- 16. Preparations • Non-disclosure Agreement • Business goals • Test plan • Test lab requirements (infrastructure, tools, licenses) • Test data requirements • POC schedule of events • Vendor support requirements • Documenting results plan. • Communication plan • Assure confidentiality between competing vendors. • Evaluation decision criterion 1. Define requirements for all stakeholders 2. Prepare for the POC 3. Bring vendor products in-house. 4. Document everything 5. Validate results with each vendor 6. Compare results 7. Decide which tool to buy 8. Determine follow-up actions 9. Communication the decision 10. Set follow-up actions dates Proof of Concept Bake-off
- 17. • Starting with the highest priorities break the user stories into Themes and Epics. • For each Epic include tasks for Definition, Implementation, Validation, Training and Operations. • If there are multiple Themes identify dependencies. Solution RoadMap
- 18. • Define and load user stories, and Epics into a backlog management tool (e.g. Jira, ServiceNow, etc.) Build the Backlog
- 19. • Use tangible OpEx and CapEx costs and savings that are acceptable to Finance such as labor and CapEx • Typical 3 year perspective Return-on- Investment
- 20. • Meeting of sponsors and stakeholders • Seek consensus around Solution and next steps Solution Recommendation Alignment VSM Solution Recommendation Meeting Current State Solution Requirements Future State Value Stream Map Solution RoadMap Solution Recommendation Summary Return on Investment Next Steps
- 21. • Meeting of sponsors and stakeholders • Seek consensus around Solution and next steps Next Steps Specific Measurable Responsibilities Identified
- 22. What is the primary impediment for investing in Value Stream Management solutions in your environment? Survey Question #3 Don’t know.A Lack of understanding of use cases that would justify investment in VSM. B Unsure how to create a Return – On – Investment (ROI) business case for VSM. C Higher priority problems not addressed by VSM.D Alternative Do-It-Yourself (DIY) solutions can substitute for VSM solutions. E I don’t see a compelling case for Value Stream Management investment. F
- 23. 2. WHAT – is the expected outcome of determining steps for a Value Stream Management Solution? Team and sponsors alignment around solution and clear next steps.
- 24. Reserve your copy today on www.EngineeringDevOps.com Book price: 6”x9” Softcover print $19.95, Downloadable eBook $9.95 Engineering DevOps is scheduled to release October 2019. “Enterprises are brushing off the sleep of being industrial companies and awaking as software and analytics companies utilizing Agile and DevOps practices become central to their success. In the fray of books operationalizing DevOps, Engineering DevOps stands apart. It alone provides valuable engineering blueprints and a comprehensive collection of engineering practices. The seven-step engineering transformation blueprint is a helpful new approach for organizations needing to transform their delivery pipelines and processes. Marc’s Nine Pillars approach to describing DevOps is easily consumable, describing key elements that enable teams to begin their DevOps approach regardless of their current maturity. As a developer-turned-marketeer, I applaud this book for its message and guidance to the industry, and useful guidebook in the journey to improve software value streams.”— Jeff Keyes, Product Marketing, Plutora
- 25. Plutora is the most complete Value Stream Management platform FOUNDED IN 2011
- 26. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE PAGE 26 Plutora Platform DECISION-MAKING & ANALYTICS MANAGEMENT & ORCHESTRATION INTEGRATION & COMMON DATA MODEL Value Stream Mapping Deep Analytics & Comparative Metrics AI-Powered Predictive Insights VA L U E S T R E A M M A N A G E M E N T Plan Code / Build Verify Package & Deploy Configure Manage & Monitor Audit & Governance Pipeline Oversight & Traceability Real-Time Collaboration Release Management & Pipeline Orchestration Hybrid Environment Management Deployment Management & Orchestration Tool Integrations Normalized Data Model Converged Toolchains
- 27. Jeff Keyes Director of Product Marketing jeff.keyes@plutora.com Marc Hornbeek Principal Consultant - DevOps mhornbeek@engineeringdevops.com Q & A
Notes de l'éditeur
- We’ve been here before
- Goals for today?
- What we learn today then?
- Q: Why? Do we need steps? (why not just design it) Q: Do you have experiences where gone right or wrong? Q: Fallacies of the “Guru” approach
- Q: How to determine? Q: Tools recommendations is nice to say, but how do you really find a good tool?
- 15 after
- Q: So we need to review the assessment Q:Where do these inputs come from? Q: What are common mistakes of these inputs? Q: How do you know that the information is current?
- Q: What kind of tool do we use to prioritize our work? Q: How do you align the assessment with the business goals? Q: What kind of weighting should be applied to these goals – like…where to start?
- Q: What is the activity to fix a problem area? Q: How do you create the solution of future state? Q: Customer story where people have been surprised? Vulnerability & Security
- Q: How do you identify tactics to support those improvements? Q: How to evaluate these value stream maps?
- Q: What are the kinds of tools available to you? Sources of Tools • Open-Source: unlimited distribution without cost with support and evolution provided by the open-source community • Freemium: limited distribution with minimal or no cost with support and evolution provided by a commercial vendor • Do-It-Yourself (DIY) or “Home-Grown”: tools solutions unlimited distribution within the source organization with support and evolution provided by the source company. • Enterprise License: limited distribution under commercial license with support and evolution provided a commercial vendor Tools Requirements factors: •Cost: the licensing and labour cost for an initial configuration and total cost of ownership at scale, Include costs internal to the organization. •Compatibility: operating systems, ecosystems, cloud-native, DevOps frameworks, APIs •Ease of Use: intuitive user interface, efficient controls, efficient outputs •Administration Capabilities: installation support, diagnostic support, build-in metrics to track performance •Functional Requirements: features and capabilities •Non-Functional Requirements: Performance, reliability, stability, scalability •Roadmap: planned enhancements for future solution requirements •Support: Professional services for installation, proof-of-concept, configuration, training, and bug fixes
- Q: What are key capabilities of a VSM tool? Q: Where would I read more about this?
- Q: How do you do a thorough job of comparing tools
- 40 after
- Q: What happens AFTER you’ve selected one or two tools? 1. Define a list of requirements that cover the priority interests of all stakeholders Ask all stakeholders to define their top two to three highest priority tool requirements from their own point-of-view. Do not suppose you already know! By asking them you will get their buy-in to the POC process and most importantly they are more likely to accept the results. Ask them to quantify the expected benefit as much as possible. Their answers will determine POC test cases and evaluation criterion. Business /executives: What features are the executives prepare to invest in? E.g. Reduce time to deploy, reduce wasted time setting up configurations, improve compliance audits, reduce maintenance costs, reduce security risks. Managers: What features will improve the job of the manager? E.g. simplify work assignments, make work more predictable, easy to document, easier to train, establish best practices, etc. Release Managers: What features will help release managers the most? E.g. easy to document the configuration options have been tests and are supported by a release. QA staff: What features will help QA staff the most? E.g. Easy to validate all the configuration that are to be supported. Easier to orchestrate Green-Blue and A/B test strategies. Developers: What features will help developers the most? E.g. simplify setting up a dev sandbox test environment, simplify pre-flight regression testing, being able to track configurations post integration Operations staff: What features will help operations staff the most? E.g. reduce the effort to create and maintain configuration data. , easy of automation and orchestration. Infra/tools staff: What features will help Infrastructure and tools staff the most? E.g. reduce the drudgery and time to respond to requests to stand-up new configurations? Customers: what features will help customers the most? E.g. Reduced number of field failure events. 2. Prepare for the POC Validate there is a valid non-disclosure agreement in place with each vendor. Define the POC plan and review it with each Vendor. Business goals Test plan Test lab requirements (infrastructure, tools, licenses) Test data requirements POC schedule of events Vendor support requirements Documenting results plan. Communication plan Explain how confidentiality will be assured between competing vendors. Evaluation decision criterion Ask each vendor if you missed anything in the plan that the vendor has seen before. Define the test strategy, test cases, success criterion and importance weights that will be used to verify each tool against it goals and to compare alternatives. Example test cases: • Documentation ease of use • Ease of installation • Support services • Ability to replicate configurations • Ability to audit configurations • Ability to monitor configuration changes • Ease of creating configuration recipes • Roles and role-based controls • Performance and capacity for deployment of large configurations • High availability / fault tolerance • Ability to test configurations before deployment • Support for Green-blue and A/B deployment strategies • Ability to integrate with Application Release Automation tools such as ElectricFlow, Jenkins, etc. Define a dedicated and equivalent test lab environment (systems and resources) that will be required for each tool. The lab doesn't have to be a full-blown lab; it can be a scaled-down environment but there need to be tools or ways to test performance and capacity. One way is to use simulation tools or leverage temporary Cloud resources for those portions of the tests that require large number of nodes. If the POCs for the tools are conducted in parallel, make sure confidential information between competing vendors is protected. Setup the POC lab in such a way that it will be available and usable for the real project if the tool is chosen. For example, it could be left in place as a training environment after the POC. This was you will have a head start on the actual implementation. Review the test cases, weights and test lab resources with each vendor. Procure and prepare the lab infrastructure. 3. Bring the product in-house. Ask the vendor to assign an engineer to help with the POC. On-site is strongly preferred because it increases the focus of the effort and reduces delays. Assign a dedicated resource to install and test the POC software for each tool. Ask the vendor to review and validate the installation before conducting tests. 4. Document everything The documentation should not be limited to the lab and how it was configured. It should also include the steps of installation, results of tests that were performed, and final findings and recommendations. It's important to document the POC environment so it can be easily replicated for the teams supporting your product. Well-written documentation will also ensure that other teams within the organization understand the POC steps and why certain decisions were made. 5. Validate results with each vendor As tests are run for each tool, report the results to the tool vendor. If there are any discrepancies try to resolve them with the vendor as you go. Don’t wait till the end. Document clearly any resolutions or revisions to the plan or workarounds that were used to resolve a discrepancy. 6. Compare results Once all tests have been completed, prepare a comparison chart and call a meeting with internal stakeholders. This will provide data to drive towards a consensus recommendation. 7. Decide which tool to buy This is critical. Make sure the business leaders are onboard with the decision. 8. Determine follow-up actions Prior to discussion with vendors list out what you will expect from the winning vendor going forward. Be sure to document a positive letter to both vendors and a high-level statement of the rationale for the decision. It is important to provide detailed feedback to the losing vendor regarding specific reasons they were not chosen. This must be done without disclosing confidential information about the competing vendor. 9. Communication the decision A meeting or detailed letter should be shared with internal staff immediately following the meetings with the vendors. A meeting with each vendor is recommended. Thank the vendor and present the letter. Go through the expected follow-up actions with the winning vendor. 10. Set follow-up actions dates Agree with the winning vendor what the next steps schedules are.
- Q: How do you implement the solution?
- Q: How do you turn the roadmap into real work?
- Q: How do you build a business case? Q: What is reasonable for the business case? (15:1?)
- Q: How do you get consensus on the final solution?
- Q: How to move forward after the meeting? Q: What would be some sample goals here?
- 50
- Q: Describe the end-state / outcomes