The document discusses using value stream mapping (VSM) in a DevOps world to increase the efficiency of software delivery. It defines VSM and its goals, and provides examples of its use for mapping a software development lifecycle (SDLC). Key aspects covered include identifying value-adding vs non-value-adding processes, involving the right stakeholders, capturing metrics like lead time and process time, and using VSM to reduce waste and continuously improve releasing software to production faster. Challenges for regulated industries are also addressed, emphasizing balancing controls with increasing velocity.

1. Path To Production:Value Stream Mapping in
a DevOps World
By Jamie O’Meara and Ben Kamysz
@JamieOMeara @BenKamysz

2. Cover w/ Image
Jamie O’Meara
! Platform Engineer for Pivotal (5 years)
! SE at VMware (3 years)
! Software Practitioner in many Roles (18
years)
! Hawaiian Cliff Diver

3. Cover w/ Image
Ben Kamsyz
! Director of Platform Architecture (2 years)
! Software Practitioner in various roles (17
Years)
! Shark Wrangler and Guide

4. Trends
Industry

5. Digital
Use of technology to create a new preferred UX

6. DevOps
Culture and Practice via automation and monitoring to
Deliver Software

7. Agile Culture

8. LEAN Principals

9. Release Velocity is the most important change for your team

10. https://medium.com/@dormaindrewitz/secrets-of-successful-cloud-foundry-adopters-232193111b18
1,110 Deployments to Production a Month
Started Platform Achieved Release Velocity
2014 2015 2016 2017
50 times a Day!

11. https://www.slideshare.net/Pivotal/ranji-narine-at-springone-platform-2017
https://www.youtube.com/watch?v=eiJlxVXfIIc&feature=youtu.be
3,000 Deployments to Production a Month
29 Different Teams 4 Countries

12. Deployments to Production a Month1,500
Deployments to Production Last Year17,000
https://www.youtube.com/watch?time_continue=103&v=AUbZWaezOVk

13. Deployments to Production Last Year11,500
https://www.youtube.com/watch?v=_FRaAC-smqI
96 Products1024 Users

14. Steps to Deliver to Production72
7 Months to Deliver to Production
&
https://www.youtube.com/watch?time_continue=103&v=AUbZWaezOVk
7 Days to Deliver to Production

15. Deployments to Production a Month1,000
2,500 Deployments a Day
https://www.youtube.com/watch?time_continue=8&v=RZTTPfaeGg8
600 Applications10K Developers

16. Value Stream
The sequence of activities an organization undertakes or
requires to design, produce, and deliver a good or
service to a customer

17. Value Stream Mapping
The strategic technique to map a Value Stream to
understand from a macro perspective how to remove or
reduce waste and increase efficiency.

18. Value Stream Mapping Example
https://www.safaribooksonline.com/library/view/value-stream-mapping/9780071828918/ch01.html#ch01
==>
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19. Value Stream Mapping Terms
Step name Name of the discrete activity
Actor Name of the team or function that performs the step
Lead time (LT) Time from the point a process accepts a piece of work to the
point it hands that work off to the next downstream process
Process time (PT) Time it would take to complete a single item of work if the
person performing it had all the necessary information and
resources to complete it and could work uninterrupted
Optional: Percent
complete and
accurate (%C/A)
Proportion of times a process receives something from an
upstream process that it can use without requiring rework
Optional:
Throughput (TP)
The concurrency / queue depth between Steps
Quality ==>

20. Value Stream Map Depth
https://www.safaribooksonline.com/library/view/value-stream-mapping/9780071828918/ch01.html#ch02

21. Value Stream Mapping Goal
Before After
Goal: Lead Time = Process Time

22. How to Identify Process of Value?
Process Type Description Example
Value Add Activity or Process that adds value to the Value Stream Software Development
Non Value Add but Necessary Activity or Process that is non value added but necessary to the business Production Support Report - Who to
contact if application fails to deploy
Non Value Add but Unnecessary Activity or Process that is non value added and unnecessary Signature of an Executive to deploy
to Production

23. Value Stream Mapping Lifecycle
https://www.safaribooksonline.com/library/view/value-stream-mapping/9780071828918/ch01.html#ch02

24. Identify the Current State - Lessons Learned
! Set the Stage: Non-judgement is
important. Eliminate a defensive
environment to increase accurate results
and information.
! Establish the Rules: Agree to a set of
rules for the engagement. How to handle
interruptions and daily work demands. All
participants engage and eliminate the ”this
is how we have always done it” mindset.
! Who’s Invited: smaller groups help
provide consensus and allow the VSM
session to complete on time. Verify your
invites to have the correct people in the
room.
! Song and Dance: A good facilitator is
golden. Have a strong facilitator to run the
meeting who is not deeply involved in the
value stream.
! Remote Participation: This can be
challenging and hopefully avoided. If not,
highly suggest establishing the rules
ahead of time with agreement.
!%C&A and LT: These are the most
important but often under reported metrics.
! Telling the Story: Generate a readout
from the exercise showing the current
state, future state, and results of the
captured data.
Planning During After

25. Building a Better Future - Lessons Learned
!Make the Flow: determine the work that
should be done, make the flow, manage
the work to achieve for continuous
improvement.
!Areas of Waste: overproduction, errors,
inventory, waiting, transportation, motion,
underutilization of people
! Silos: “What’s best for me and my team”
vs holistic thinking. Reducing handoffs
supports the DevOps culture.
! Free Capacity: Sustained
transformation will have the greatest
success if people feel safe. Its the work
that’s non-value-adding, not the people. If
reduction is required based on business
conditions, it should be conducted ahead
of time.
! Adding Process: Adding process is not
taboo in the VSM. Its the overall stream
that is important.
! Flow: Tackle the lead time and get the
work to flow. What is causing the lead
time to equal the process time?
! Key Results: Decide on metrics to help
drive your operational model.
! Continuous Improvement: Measure
the new stream. For software delivery did
we increase delivery time from ”Ideation
to production” while maintaining quality
! Telling the Story: Generate a readout
from the exercise showing the current
state, future state, and results of the
captured data.
Planning During After

26. Typical VSM for Software Development Lifecycle (SDLC)

27. Who to Include in a Value Stream Mapping for SDLC?
! Product Managers - Product Owners
and Planners of the software
! Enterprise Architects - Someone to
represent architecture and is familiar with
artifacts produced from this group.
! Software Development Manager - A
knowledgable manager with the artifacts
produced and software process.
! Quality Assurance Manager - A
manager with understanding of how the
work flows into the test organization and
the Q/A process
! Source Control - a person familiar with
SCM’s role in the SDLC process.
! Build Management - a person familiar
with establishing and operating build
management and its role in the SDLC
process.
! Infrastructure Manager - a person
familiar with how application owners get
infrastructure like Virtual Machines/Servers
and the process and tools used.
! Middleware Manager - a person familiar
with how middleware is added to the
provided infrastructure and how to manage
its lifecycle. This person should also
understand the process and tools used.
! Security Manager - a person familiar
with the security requirements/gates to
allow an application to “go-live” in
production. They should understand the
process and tools used
! Ingress/Network Manager - a person
familiar with network traffic and load
balancing for production workloads and the
process and tools used.
Software Support Operations

28. Who to Include in a Value Stream Mapping for SDLC? - Iterated
! Product Managers - Product Owners
and Planners of the software
! Enterprise Architects - Someone to
represent architecture and is familiar with
artifacts produced from this group.
! Software Development Manager - A
knowledgable manager with the artifacts
produced and software process.
! Quality Assurance Manager - A
manager with understanding of how the
work flows into the test organization and
the Q/A process
! Source Control - a person familiar with
SCM’s role in the SDLC process.
! Build Management - a person familiar
with establishing and operating build
management and its role in the SDLC
process.
! Infrastructure Manager - a person
familiar with how application owners get
infrastructure like Virtual Machines/Servers
and the process and tools used.
! Middleware Manager - a person familiar
with how middleware is added to the
provided infrastructure and how to manage
its lifecycle. This person should also
understand the process and tools used.
! Security Manager - a person familiar
with the security requirements/gates to
allow an application to “go-live” in
production. They should understand the
process and tools used
! Ingress/Network Manager - a person
familiar with network traffic and load
balancing for production workloads and the
process and tools used.
Software Support Operations
Offered as a Service ==>
Increase Velocity
Remove Toil!

29. Capture the Data

30. Understanding Your Desired Outcome
! Are you delivering software to
production faster?
- Can you measure your before
deployment to your after to justify the ROI?
- Are you tracking the number of
deployment to production for organization?
! How fast can you deliver the application
to production without changes?
- Release Velocity is a key factor
-The new value steam should result in
faster release times.
! Can we build more automation and
iterate on the VSM to gain more
improvements?
! Continuous improvement comes from
iteration and learning. A definite goal for
our team!

31. We are High Regulated Company, This will Never Work!
Governance, Risk, and Compliance (GRC)
Enterprises like to follows a command-and-control set of processes forming the basis of their culture
Value Steam Mapping highlights areas of improvement. Apply lean principles to form correct balance and increase velocity
Keep end-to-end value chain in mind when deciding on GRC Poor controls will interrupt flow
Strong GRC leads to creative work arounds 72-hour emergency change release
What?

32. Book and Reference Material
https://content.pivotal.io/blog/use-value-stream-mapping-to-guide-your-software-driven-future
Pivotal White Paper

33. Tools
https://realtimeboard.com

34. > Stay Connected.
#springone@s1
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