Many organizations have been on the road to AD&D transformation, making significant investments in CI/CD and release automation, yet they still have nagging issues such as siloed teams and lack of actionable data--and the new reality of working from home has made gaining the insights needed to master software at scale even more difficult. Value Stream Management (VSM) is helping enterprises to align and make better decisions, but there is still work to be done. In this webinar, guest speaker Forrester Principal Analyst, Chris Condo and Tasktop CEO, Dr. Mik Kersten deliver an overview of Value Stream Management—a technology and methodology for gaining insight into software delivery processes that enables dev leaders to capture data that represents the actual state of processes—and discuss how Flow Metrics provide the analytics to help organizations better balance workloads, visualize bottlenecks and provide leaders with the data they need to make continuous improvements.

1. Webinar with Tasktop
Principal Analyst, Chris Condo

2. 2
Master Software at Scale
© 2020 Tasktop
Presenters
Christopher Condo
Principal Analyst, Forrester
Dr. Mik Kersten
Founder and CEO, Tasktop
Best-selling Author, Project To Product

3. Master Software at Scale
© 2020 Tasktop
Master Software at Scale
© 2020 Tasktop
Tasktop Named a Leader
According to the report:
“Tasktop’s innovative dashboard and Flow Metrics win
customers over.”
“Its dashboard is engaging and provides value stream insight
and visibility at a glance, enabling users to uncover areas of
waste and create plans that target improvement.”
“Customer references had very positive comments regarding
Flow Metrics, with one customer noting that using Viz
elevated its approach to VSM to truly focus on delivering
outcomes.” The Forrester Wave™ is copyrighted by Forrester Research, Inc. Forrester and Forrester Wave are trademarks of
Forrester Research, Inc. The Forrester Wave is a graphical representation of Forrester's call on a market and is
plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does not
endorse any vendor, product, or service depicted in the Forrester Wave. Information is based on best available
resources. Opinions reflect judgment at the time and are subject to change.

4. 4© 2020 Forrester. Reproduction Prohibited.
Until recently, this was typical
https://www.thespruce.com/office-cubicle-etiquette-1216895
https://www.thespruce.com/increase-office-success-with-feng-shui-1275314

5. 5© 2020 Forrester. Reproduction Prohibited.
Life was great!

6. 6© 2020 Forrester. Reproduction Prohibited. 6
Poll Question 1:
Is your organization able to connect software development and
delivery effort with value delivered to the business and/or
customers?
a. Yes
b. No

7. 7© 2020 Forrester. Reproduction Prohibited. 7
Poll Question 2:
Does your organization have an automated system to capture
software delivery metrics from idea to production?
a. Yes
b. No
c. Don't know

8. Going to Gemba
© BMW Plant Leipzig

9. Gemba for Intangibles
Code?
Meetings?
Jira data and Excel/Tableau?

10. 10© 2020 Forrester. Reproduction Prohibited. 10
https://unsplash.com/photos/AT77Q0Njnt0

11. 11© 2020 Forrester. Reproduction Prohibited.
Unchanged ReleaseVelocity Over 5Years
"How often does your team or teams release applications?"
0%
5%
10%
15%
20%
25%
30%
35%
We time new
releases to
coincide with new
versions of
operating systems
or middleware
We average one
release a year (or
less frequently)
We average two
releases a year
We average one
release per quarter
We average one
release a month
We average one
release a week
We average a
release a day
We release many
times per day
2015 2016 2017 2018 2019
Base: 635 (2015), 719 (2016), and 546 (2017) Global developers who work for a software company, as a game developer, for internal IT or technology services and 3,228 (2018) and 3,294 (2019) Developers
Source: Forrester Analytics’ Business Technographics® Global Developer Survey, 2015, 2016, 2017, 2018 and 2019.

12. 12
12© 2020 FORRESTER. REPRODUCTION PROHIBITED.
Digital
Transformation
Customer ExperienceContinuous
Improvement
Feature Release Cycle
“We Need Data To
Improve!”

13. 13
Success Not Measured Equally
Developer Metrics
• Story points completed
• Test coverage
• Escaped defects
• Cycle time
• “DORA” metrics
Product
Management
• Customer experience
• NPS
• Revenue
• Market Share

14. Master Software at Scale
© 2020 Tasktop
Master Software at Scale
© 2020 Tasktop
Has your Agile and DevOps transformation…
Delivered
meaningful,
measurable
improvement
and return?
How do you measure value?
Provided
metrics you are
happy to show
to your
CIO/CEO/Board?
Reduced
the mismatch
between
Business/IT?
Succeeded
At making you
more
responsive?

15. 15
Overview –Value Stream Management (VSM)
A combination of people, process, and technology that maps,
optimizes, visualizes, measures, and governs business value flow
(including epics, stories, and work items) through heterogeneous
enterprise software delivery pipelines. VSM tools are the technology
enabling the practices of VSM.

16. 16
VSM:
 Map Each Step
 Measure Each Step
 Connect Outcomes
Source: Faster Software Delivery Will Accelerate Digital Transformation Forrester report

17. 17
VSM Control Plane
visualizes flow,
metrics, alerts, and
enables control
VSM Map, The
logical process map
and tools
VSM Data Plane
captures flow,
executes process
rules, and supports
historical and
predictive analytics
Visualization of VSM
metrics, governance
definition execution
guided by captured
data
People, Process, and
technologies mapped
out and connected via
technology or manual
steps.
Data integration of each tool in
the software delivery pipeline
and historical data capture to
track flow through the value
stream.
ConceptualView ofVSM

18. 18
Beyond value stream mapping
• Q: Is Value Stream Mapping enough?
• Q: I already have DevOps, why do I need VSM?
• Q: I already have Agile? Why VSM?
• Value Stream Management is a new discipline
• Needs new tools, new roles
• As critical to digital transformation as Value Stream
Mapping was to manufacturing

19. 19
19© 2020 FORRESTER. REPRODUCTION PROHIBITED.
2019 Business Priorities
Base: 3,294 Developers.
Source: Forrester Analytics’ Business Technographics Global Developer Survey, 2019
19%
27%
28%
28%
28%
29%
29%
30%
30%
32%
33%
38%
39%
41%
Change our business model
Improve the experience of our employees
Improve use of data insights in business decision-making
Improve the experience of our business partners
Accelerate our shift to digital business
Improve differentiation in the market
Better comply with regulations and requirements
Reduce costs
Accelerate our response to business and market changes
Increase influence and brand reach in the market
Improve our ability to innovate
Improve our products /services
Improve the experience of our customers
Grow revenue
Which of the following initiatives are likely to be your organization’s top business
priorities over the next 12 months?)

20. 20© 2020 Forrester. Reproduction Prohibited.
81% Are Implementing or PlanningVSM

21. 21
Use BusinessValueTo Align Each Role

22. Master Software at Scale
© 2020 Tasktop
Master Software at Scale
© 2020 Tasktop
The Flow Framework®
1. Measure business value
• Drive end-to-end visibility
• Communicate with the business
2. Overlay Flow Metrics on top of Agile and
DevOps initiatives
• Use end-to-end Flow to identify bottlenecks
• Use proxy metrics to probe them
3. Conquer the cost of delay

23. FlowVelocity
WHAT IS IT?
Flow velocity measures
productivity by measuring how
many flow items of each type
were completed over a time
period.
Helps understand the rate of
value delivery over time.
Flow Efficiency FlowTime Flow Load
WHAT IS IT?
Flow efficiency is a measure of
waste in a value stream,
identifying where work is
waiting.
Tracks ratio of active time vs.
wait time out of flow time. Ideal
flow efficiency is above 40%.
WHAT IS IT?
Flow time measures time to
delivery by tracking the time
from work start to work
complete.
Helps understand actual time-to-
value and become more
predictable.
WHAT IS IT?
Flow load measures work in
progress (WIP) by summing up
the number of flow items being
actively worked on.
Helps balance demand vs.
capacity and understand how
WIP impacts flow and happiness.
Flow Distribution WHAT IS IT?
Flow distribution measures de-facto distribution of the flow item types
completed over a time period. Drives prioritization discussions to align
with business outcomes.

24. 24
24© 2020 FORRESTER. REPRODUCTION PROHIBITED.
Product-centric teams focus on outcomes
Source: March 2017, “DevOps: The CIO’s Guide To Velocity,” Forrester Report.

25. 25
PM DEV TEST IT
Director
VP
CIO/CTO, etc.
Digitally Connect Teams
Aggregatedataandviews
VSM Adds Value Horizontally and Vertically

26. 26
© 2020 Forrester Research, Inc. Reproduction Prohibited
Source: Forrester’s “Put Product Management To Work In Software Development”.

27. Master Software at Scale
© 2020 Tasktop
Value Stream Management
Visibility for Leadership, Actionable for Teams
PURE PLAY
VSM
FLOW MODELING provides real-
time, accurate, reliable and scalable
data for Tasktop Viz dashboards and
analytics
FLOW FABRIC ensures that current
and future tools are seamlessly
supported & enables rapid team
onboarding and diverse tool usage
FLOW FRAMEWORK® deployment
via Viz provides state-of-the-art
Flow Metrics connected to Business
Results and KPIs/OKRs

28. Master Software at Scale
© 2020 Tasktop • Confidential
Flow Fabric
Flow Modeling
Implementing the
Flow Framework®
Prescriptive methodology
for improving flow in
software portfolios
Product
Model
Activity
Model
Integration
Model
100+
Tools
300+ Versions
Testing
Factory
Ideate Create Release Operate
Plan・Define
Design
Architect・Code Build
・Test
Stage・Verify
Deploy
Support・Monitor
Measure
Marketecture
Tool Integration
Gov & Compliance
Data Model
Dashboards
Mapping
Visualizations
Metrics & KPIs
Analytics
Tasktop Hub: Automates the FlowTasktop Viz: Measures the Flow
Business
Alignment
Performance
Forensics
Flow
Metrics
Integration
Library
Reusable
Building Blocks
Precision
Workflows

29. @mik_kersten
projecttoproduct.org
@mik_kersten
projecttoproduct.org
Flow Diagnostics

30. © 2020 Tasktop
Investing strategically to
improve velocity
S1 S2 S3 S4
Healthcare

31. © 2020 Tasktop
1. Value stream inundated by defect
and support work, prompting
process change
S1 S2 S3 S4

32. © 2020 Tasktop
1. Value stream inundated by defect
and support work, prompting
process change
S1 S2 S3 S4
Following the process change, Flow
Distribution shows a consistent
increase in the ratio of feature work.
Experiment process change
began between Sept and Oct.

33. © 2020 Tasktop
Aug 01, 2019 - Dec 31, 2019 Group by Month
2. Adding wait states immediately
shows the reality – the real
bottleneck was in BA capacity
1. Value stream inundated by defect
and support work, prompting
process change
S1 S2 S3 S4
100% Efficiency? Doubtful.

34. © 2020 Tasktop
1. Value stream inundated by
defect and support work,
prompting process change
“Getting visibility into our Flow
Distribution motivated us to take action,
and we reduced the time we spent on
incidents and defects from 60% to 20%.”
“We were able for the first time to get a
resource allocated to us outside of a
budgeting cycle based on taking this live
data to our CIO.”
-- Manager of Enterprise Applications
2. Adding wait states immediately
shows the reality – the real
bottleneck was in BA capacity
S1 S2 S3 S4
1
2

35. © 2020 Tasktop
Championing investment
in technical debt using
hard facts and data
S1 S2 S3 S4
Financial Services

36. © 2020 Tasktop
1. Feature delivery is painfully low,
and no investment in debt
S1 S2 S3 S4
Firm desperately needs to
deliver innovation – industry
massively being disrupted

37. © 2020 Tasktop
S1 S2 S3 S4
2. Worse – when you look into the
Flow Load, features are just sitting
and waiting for very long periods
of time
1. Feature delivery is painfully low,
and no investment in debt

38. © 2020 Tasktop
S1 S2 S3 S4
2. Worse – when you look into the
Flow Load, features are just
sitting and waiting for very long
periods of time
1. Feature delivery is painfully low
3. TasktopViz instantly reveals
the core bottleneck in Core
Backend Services, a painful
legacy constraint

39. © 2020 Tasktop
S1 S2 S3 S4
2. Worse – when you look into the
Flow Load, features are just
sitting and waiting for very long
periods of time
1. Feature delivery is painfully low
4. Forcing the conversation on the
reality that if they don’t “slay
the monolith” they will never
be able to compete
3. Viz instantly reveals the core
bottleneck in Core Backend
Services, a painful legacy
constraint

40. © 2020 Tasktop
S1 S2 S3 S4
“One of the reasons we brought this tool
in is that we’d lost credibility… Not a lot of
people want to put money into something
[debt] without seeing demonstrable
improvements.”
-- VP DevOps
2. Worse – when you look into the flow load,
features are just sitting and waiting for
very long periods of time
1. Feature delivery is painfully low
4. Forcing the conversation on the reality
that if they don’t “slay the monolith” they
will never be able to compete
3. Viz instantly reveals the core bottleneck in
Core Backend Services, a painful legacy
constraint

41. “VSM complements the move to broaden our adoption of a
product-centric operating model.Years ago, there would have
been a small number of folks who identified as a product
manager, and they probably had an actuarial background.
WithVSM, we now see the value in having a product mindset
in everything we do to deliver value to customers.”
Associate VP of Lean Process Management, Large US–based Insurance Company
VSM connects software development with a product-mindset

42. 42© 2020 Forrester. Reproduction Prohibited.
We see value stream
management as
empowering teams
focused on products.

43. © 2019 Tasktop
Tasktop Named a Leader
Download a complimentary copy:
www.tasktop.com/forrester-wave-2020

44. © 2019 Tasktop
Thank you!
Christopher Condo
Principal Analyst, Forrester Research
+1 671-613-6289
ccondo@forrester.com
@ChrisCondo2017
Dr. Mik Kersten
Founder and CEO, Tasktop
mkersten@tasktop.com
@mik_kersten