2. 2IBM
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WorkshopAgenda
Module Time Topic
1 9:00 – 9:15 Workshop Objectives & Introductions
2 9:15 – 9:30 DevOps Foundations
3 9:45 – 10:15 Exercise 1: Cycle Time & Bottleneck
5 10:15 – 10: 45 Value Stream Mapping
6 10:45 – 12:00 Exercise 2: Mapping the creation of a Test Environment (3
Parts)
7 12:00 – 12:30 Bringing It All Together
Value Stream Mapping Best Practices
3. 3IBM
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Workshop Objectives
Objectives
§ DevOps Foundations
§ Value Stream Mapping Exercise
Approach
§ Short lectures / presentation
§ Followed by exercises and
§ Readouts (where the real learning happen)
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What is DevOps
Value In Software Delivery Lifecycle (SDLC):
Idea Customer
Deploy
Get Feedback
Feature / Bug Fix /
Enhancement
Streamline your SDLC so that you can bring ideas to market
faster and be more responsive to your customers
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Key constraints to deploying code faster include
Environment Availability
Deployment performed manually
Test setup and run
Tightly Coupled Architecture
Development practices
Planning Source: Gene Kim – The Phoenix Project,
6. 6IBM
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There are 12 key practices that organizations
leverage for transformation
Planning & Measurement
Development &
Test
Release &
Deploy
Monitor &
Optimize
SmallBatchSize Agile Development
StandardizedPlatform &
Process
(Near) RealTime Feedback
Loop
DedicatedCross Functional
Teams
Continuous Integration
AutomatedEnvironment
Provisioning
Loose Architecture
Coupling Between
Applications (APIs)
Continuous Planning Test Automation
AutomatedRelease &
Deploy
Metrics
DevOps Capability Model (The Gold Standard)
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Exercise 1: Cycle Time & Bottlenecks
Answer the following questions
§ How long does it take for you to bring a small enhancement/ feature to
market for an existing application?
§ Of that time, what percent would you consider to be waste (i.e meetings,
approvals, waiting, rework etc.)
§ What three / four activities consume the most amount of time? (prioritize if
possible)
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What is Value Stream Mapping?
Why Use VSM
§ Visibility problem – no end to end focus
§ Lack of metrics
What Is VSM
§ Lean techniques to help understand flow
§ Identify areas of waste (and its impact)
§ Common language
§ Creates a framework for future state design
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Idea/Feature/Bug Fix/
Enhancement
Production
Development Build QA SIT UAT Prod
PPM
Requirements/
Analyst
Developer
Customers LOB
Build
Engineer
QA Team Integration Tester User/Tester Operations
Deployment Engineer
Release Management
Deploy
Get Feedback
Feedback
Customer or
Customer Surrogate
Tasks
Artifacts
Value stream analysis:A value stream exercise maps the current
software delivery lifecycle and helps identify bottlenecks
Bottlenecks
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How to do a Value Stream Mapping Exercise
1. Identify the customer
2. Determine final objective
3. Identify the supplier(s)
4. Document current process steps
5. Map the work within / between the process steps
6. Gather data (end to end cycle time, wait time, processing time, in processing
wait time etc.)
7. Record on a time line & calculate
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Key metrics to collect during a Value
Stream Mapping Exercise
Lean Metric Definition
Wait Time § Wait time before the next step of process activity begins.
§ E.g Betty gets the post at 9am but doesn’t sort it out until 10am, so the waiting
time for one cheque which is in that day’s post is one hour.
ProcessingTime § ‘Touch time’ i.e. the time that is spent actually touching the unit, carrying out
process activity.
§ E.g. time taken to key in the data is 30 seconds per payment. This should not
include waiting time within the process activity.
In Process Wait Time § The time for all the process activity within this step, plus any waiting time within
the step, like waiting for a system response or an approval email.
§ E.g. if it takes 30 seconds to key in the data (‘touch time’), and 10 seconds for the
system to respond and save the order, then the IPLT is 40 seconds.
End-to-end Cycle
Time
§ The total time it takes for all the process activity, including waiting, to be
completed.
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Exercise 2: Getting A Testing Environment (Part A)
Using the value stream framework, documenthow long it takes for a tester within
your organization to get a complete environment ready to go for testing
Answer the following questions
§ Estimate how long it takes (end to end cycle time) to get an environment for a
tester to be productive
§ Estimate how much is productive (processing time) vs. waste (wait time)
§ Document the process steps only
§ Stop, take a break, there is a lot more to come
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Value stream analysis: More formal notation
Inventory
Item name
Process
step name
Manual
Movement
Automated
Movement
Active
Time =
N mins
Inactive
Time =
N mins Human
Actor
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Build and QA Test Automation Pipeline Example
Test
System QA Test
10 min build time
Broken build can be 60
min to debug
Build master
Test
Definition
Functional
Test Driver
External
API Access
.jars,.wars
Integration Build
QA Tester
2 days to provision test system
External APIs may take days to configure
1 day to compete test
Wrong API versions or missing
Service can delay test 4-8 hours
Ops Engineer
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Exercise 2: Getting A Testing Environment (Part B)
Answer the following questions
§ Document the various lean metrics
– Wait times between steps
– Process Time
– In Process Wait Time
– Who is doing the work
– Rework %
§ Map them on a timeline
§ Compare metrics with original assumptions
§ Stop, take a break, there is a lot more to come
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Exercise 2: Getting A Testing Environment (Part C)
Answer the following questions
§ Develop a future state solution with the goal to reduce cycle time by 50%
§ Share…..
19. 19IBM
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Idea/Feature/Bug Fix/
Enhancement
Production
Development Build QA SIT UAT Prod
PPM
Requirements/
Analyst
Developer
Customers LOB
Build
Engineer
QA Team Integration Tester User/Tester Operations
Deployment Engineer
Release Management
Deploy
Get Feedback
Feedback
Customer or
Customer Surrogate
Tasks
Artifacts
Follow a similar process to map your current End To
End Software Delivery Lifecycle
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Value Stream Mapping Exercise Best Practices
§ Select a sponsor
§ Do it with a cross functional team
§ Determine the boundaries of your process
§ Collect data
§ Identify / prioritize the Bottlenecks
§ Map out future state
§ Create implementation plan
§ Don’t forget about the metrics
§ Validate periodically
