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Iil vsm deck v1 2
1.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Accelerate Collaboration and Innovation with Value Stream Mapping Shaaron A Alvares Sr. Agile & DevOps Transformation Coach T-Mobile
2.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Agenda ● Defining Value Stream Mapping ● Value Stream Mapping Examples ● Mapping The real Flow of Value What is VSM VSM in Practice Outcomes ● VSM As An Organizational & Cultural Capability ● Understanding Waste versus Value ● Common VSM Challenges & Resistance ● Value Stream Mapping In Practice ● Cultural & Behavioral Transformation ● Business & Organizational Outcomes ● Key Success Factors
3.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Key Takeaways How To Run a Successful Value Stream Mapping Workshop Understanding the Human & Cultural Aspect of Value Stream Mapping How To Develop a Collaborative & Prioritized Transformation Backlog
4.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Defining Value Stream Mapping “ Value Stream Mapping is a practice that consists of mapping, analyzing and measuring all step by step activities involved in delivering value to the end users, with the purpose of reducing or removing waste. ” “ The outputs of Value Stream Mapping are maps showing the current state, the future state, a transformational improvement backlog and a plan for delivering it. ”
5.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Marketing Product Mgt Development /QA Data/ AIR&D Security Operations Mapping the Flow of Value OPTIMIZED VALUE STREAM: IDEA TO CASH LEAD TIME
6.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. “Doing DevOps is not difficult, but to really get the full power of it, you need to make changes in how you structure your organization, how you make the work flow through your organization.” – Mark Schwartz on DevOps and Bureaucracy
7.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. “ The Most Valuable DevOps Tool is Value Stream Mapping ” – Shaaron A Alvares
8.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Cross-Functional Communication, Collaboration & Cooperation
9.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. VSM As An Organizational & Cultural Capability People/ Role Step by Step Activities Wait Time Handoffs Artifacts Tools Integration & Flow Status Reports Waste Handoffs Bottlenecks Re-work Redundancies & Duplicates Measure Everything Asking questions we don’t have the answers to Problem-solving Thinking & Brainstorming collaboratively Continuously question the status- quo and improve Retrospective COLLABORATION SAFETY TRUST IDENTIFY & MAP ANALYZE & MEASURE IMPROVE Map the Reality Challenge The Status-Quo Test & Learn
10.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Understanding Waste versus Value • Defects & Rework • Delays, Wait Time, Bottlenecks • Over-production: backlog waste • Over-processing: recreating the wheel • Transportation: silos, gates, handoffs • Unnecessary motions: task switching • Inventory: Too much WIP • Non-utilized talent • Management activities (Status) • Manual activities • Etc. • Market Research • Concept development • Spike/ Prototype • Backlog/ Features • Planning • Build • Deploy • Etc. Non Value-Add Waste Necessary vs Unnecessary Value-Add Activities
11.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Common VSM Challenges & Resistance LARGE SCALE • Facilitation & coordination • Buy-In • Alignment • Participation • Momentum • Complex challenges CULTURAL • New ways of thinking • Business & Tech close collaboration • Knowledge & upskilling • Leadership alignment & engagement • Automation ORGANIZATIONAL • Hierarchy • New investments • New processes and tools • Business constraints • New tools integration • Automation • Teams’ reorgs • Vendors Mgt
12.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Planning the VSM (Business & Tech) Current State Mapping Desired State Mapping Transformational Backlog & Execution Plan Execute & Iterate 1-2 Months 1-2 days 1-2 days 1-2 days On-Going Internal Pre-Planning 1 Month 1 Week Workshop Prepare for engaging the “planning stakeholder” ITERATE • Clear VSM core team goals • Confidence in the VSM business case Thorough planning with business & technology Stakeholders • Shared goals • Solid plan: kick-off and run the VSM workshop Map all current people, process and technology step by step activities • Shared understanding and accountability in the big picture Identify and map the improved and streamlined flow of value • Alignment and buy-in into the desired future state Develop the tactical Backlog & Plan to drive the organization from current to desired state • Shared prioritized transformational roadmap & product backlog between Business & Tech Execute on the transformation plan and measure improvements • Create a culture of continuous improvement, collaboration and innovation GoalOutcomes PLANNING VSM WORKSHOP EXECUTION Value Stream Mapping In Practice
13.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Planning Phases Pre-Planning • Recruit your core team of champions • Recruit & educate your key “Sponsors” • Onboard for strong buy-in • VSM assessment: business case • Assess the VSM risks: availabilities, vendor, readiness, etc. • Prepare the VSM training Content • Core team of champions • A technology manager champion • A business stakeholder champion Planning • WHY: Business case for VSM • Draft Goals & purpose • Expected business & Org benefits • Draft risk log (ex.: change in mindset) • Training strategy • Draft business & technology metrics • Develop VSM shared purpose & goals • Engage & train Leaders • Identify & train all participants • Develop logistics • Recruit & train core VSM change agents & facilitators • Run light weight simulations • Socialize the VSM mindset: Videos, Brownbag, Slack, Ask Me Anything, etc. • Planning: core team • Onboarding/training activities: All participants identified: - Program managers - Business stakeholders (PM/PO) - Leaders & Software Dev Managers - Architects - DevOps teams, QA, Security, DBA • VSM Purpose & goals • Business case for VSM • Key flow metrics • Training content for leaders & teams • Business and technology metrics • VSM logistics complete • VSM workshop agenda vetted • Team of facilitators/ coaches ready Activities/ behaviors OutputsParticipants
14.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Planning Phases Pre-Planning • Recruit your core team of champions • Recruit & educate your key “Sponsors” • Onboard for strong buy-in • VSM assessment: business case • Assess the VSM risks: availabilities, vendor, readiness, etc. • Prepare the VSM training Content • Core team of champions • A technology manager champion • A business stakeholder champion Planning • WHY: Business case for VSM • Draft Goals & purpose • Expected business & Org benefits • Draft risk log (ex.: change in mindset) • Training strategy • Draft business & technology metrics • Develop VSM shared purpose & goals • Engage & train Leaders • Identify & train all participants • Develop logistics • Recruit & train core VSM change agents & facilitators • Run light weight simulations • Socialize the VSM mindset: Videos, Brownbag, Slack, Ask Me Anything, etc. • Planning: core team • Onboarding/training activities: All participants identified: - Program managers - Business stakeholders (PM/PO) - Leaders & Software Dev Managers - Architects - DevOps teams, QA, Security, DBA • VSM Purpose & goals • Business case for VSM • Key flow metrics • Training content for leaders & teams • Business and technology metrics • VSM logistics complete • VSM workshop agenda vetted • Team of facilitators/ coaches ready Activities/ behaviors OutputsParticipants Sample Training Plan • What is Value Stream Management • What is Value Stream Mapping • VSM ROI • Lean VSM terminology • Various scale VSM samples • VSM applied to DevOps • Case studies • Real life examples • Type of waste • Flow metrics • VSM integration tools • Etc.
15.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Current & Desired States Mapping CurrentStateDesiredState Activities/ behaviors Outputs • Map the current state of value flow • Identify all activities and steps: - People/ Role - Wait Time - Handoffs - Artifacts produced - CICD pipeline - Tools Integration & Flow - Status reports Participants • Participants identified • Core VSM team: managers, experienced coaches and facilitators • Current state of value flow mapped • Notes and data captured • Readout summary, action items and and next steps • Lessons learned • Analyze areas of waste and opportunities: bottlenecks, handoffs, silos, queues, delays, unused tools, wasted backlog, manual development, rework, durations, etc. • Capture data • Identify areas of improvements • Participants identified • Core VSM team: managers, experienced coaches and facilitators • Improved and streamlined desired state map • Improved culture of collaboration
16.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Transformational Plan & Execution TransformationExecution Activities/ behaviors Outputs • Create a collaborative cross functional prioritized backlog • Create the implementation roadmap and execution plan • Identify the VSM ownership and accountability plan • Create a VSM Dojo: learning momentum Participants • Participants identified • Core VSM team: managers, experienced coaches and facilitators • Lessons learned • Readout/ report for leaders sponsors • from the exercise showing the current state, future and results of the captured data • Continuous execution based on prioritized backlog • Automation • Monitor & measure improvement progress • Communicate on metrics • Bake VSM efforts in everyday work • Make the VSM Visible (Brownbag) • Retrospect & Lessons • Participants identified • Core VSM team: managers, experienced coaches and facilitators • Culture of VSM and collaboration • Streamlined processes • Improved Org structure • Increased innovation
17.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Value Stream Map – Sample
18.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Development Value Stream Map Sample SDLC Phases
19.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Development Value Stream Map Sample Wasteful Activities
20.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Development Value Stream Map Sample Value-driven Activities
21.
©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Development Value Stream Map Sample Measurements
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©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Innovation Through Cultural & Behavioral Change Moving From To New Ways of Thinking & Working New Behaviors Fear of mistakes and blame Acknowledging gaps and process opportunities • Transparency & vulnerability • Courage & Honesty • Everyone fosters safety Culture and org fit Challenge the status quo & current cultural thinking patterns • Challenge the culture • Challenge org structure • Challenge leadership Silos: what’s best for me and my team Big picture: Cross-Organizational collaboration • Business & Technology collaboration & cooperation • Cross-teams collaboration: reduce handoffs • Leadership collaboration and alignment Culture of hierarchy & followers Everyone’s a Leader • Team empowerment • Lead without a title • Develop creative leaders and problem-solvers Org divides & individual business goals Shared Purpose and Outcomes • People come together to win as a team • Teams influence org structure & development • Improved engagement and culture SMEs, Role and growth boundaries Upskilling & cross-pollination • Sharing knowledge and learning together • Include all functions and all voices
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©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Business and Organizational Outcomes Business & Technology Org & Culture Workforce • Shared Business prioritized improvement backlog • Informs thoughtful technology investments • More time & resources for business ideas & innovation • Prioritized automation & integrated tools roadmap • Reduced Time to Market & ROI • Breakdown cross-functional silos • Greater engagement across all levels of the organization • Connected enterprise & people • DevOps teams productivity increase • Teams empowerment and engagement • Upskilling trough knowledge sharing & cross-pollination • Automation as a practice & org capability
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©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. ➢ Understand the foundation of VSM: It is a cultural, human & organizational endeavor ➢ Don’t underestimate training and educating all Stakeholders on Waste & Behavioral Change ➢ Robust Pre-Planning & Planning to make it a great experience ➢ Conscious agreement between Business & Technology on slowing down before speeding up ➢ Keep system thinking in mind and optimize with the big picture in mind ➢ Align measures on business strategy & outcomes ➢ Continuously measure and report on process flow and automation improvements: Tell the story ➢ Create a VSM Dojo to drive the capability and the culture at enterprise level ➢ Inclusive: Everyone Plays a Role: Business, Teams & Leadership Key Success Criteria
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©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Thank You!
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©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. For a free consultation email learning@iil.com or visit www.iil.com IIL Global Companies: Bangalore • Beijing • Benelux • Dubai • Frankfurt • Helsinki • Hong Kong • London • Madrid • Mexico City • New York • Paris • Singapore • South Korea • Sydney • Tokyo • Toronto
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©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. Inspiring speakers, valuable takeaways and plenty of “aha” moments… IIL’s annual online conferences deliver the same benefits as in-person events, from the comfort and convenience of your home or office and at a more affordable price point! Go to www.iil.com/online-conferences to learn more. Online Conferences
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©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. TEASER
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©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. What is Value Stream Mapping? Value stream mapping is a lean management method for analyzing the steps it takes for delivering a product to the customers and for designing an improved future state. It’s important to understand value stream mapping because it helps reduce the bottlenecks in your value stream and decrease your time to market. Hello, my name is Shaaron and I’m a Senior Agile and DevOps Coach at T- Mobile. I’m delighted to share that I’m speaking at IIL’s Agile & Scrum Conference on the topic of Value Stream Mapping. Please join me at this outstanding online event. Get registered today.
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©International Institute for
Learning, Inc. All rights reserved.©International Institute for Learning, Inc. All rights reserved. What is Value stream Mapping? Value stream mapping is a lean management method for analyzing the steps it tales for delivering a product to the customers and for designing an improved future state. It’s important to understand value stream mapping to reduce the bottlenecks in your value stream and decrease your time to market. Value stream mapping contributes to increasing innovation because teams can automate manual tasks, be more productive, and have more time for innovation. Hello, my name is Shaaron and I’m a Senior Agile and DevOps Coach at T-Mobile. I’m delighted to share that I’m speaking at the IIL’s Agile & Scrum Online Conference on the topic of Value Stream Mapping. Please join me at this outstanding online event. Get registered today.