The Case for Value Stream Architecture (Mik Kersten, Carmen DeArdo)
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The Case for Value Stream Architecture - DevOps Entrprise Summit 2017
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The Case for Value Stream Architecture (Mik Kersten, Carmen DeArdo)
- 1. © Tasktop 2017 @mik_kersten @carmendeardo© Tasktop 2016 Value Stream Architecture Dr. Mik Kersten (Tasktop CEO) & Carmen DeArdo (Nationwide Technology Director) Image Source: BMW Group
- 2. © Tasktop 2017 @mik_kersten @carmendeardo We are a strong mutual company built to serve our members.#68 ON THE FORTUNE 500 LIST
- 5. © Tasktop 2017 @mik_kersten @carmendeardo Application Security Monitoring & Mgmt Process.st Development Test API Deployment Run Monitoring Low Code/Rapid/Mobile Dev Security Codebox IDEsReq Management Agile Management App Automation Container Security DevSecOps Low Code / RAD / Mobile App Dev CI/CD Dev Analytics Perf / Load / Stress Functional / Automation API Management API Dev Services API Integration API Directories VINDOC GrowthPoint Technology Partners DevOps Startup Landscape Map Cloud / Container Orchestration / Management Repositories / Dev Communities / Integration Layers Service Virt © Copyright GrowthPoint Technology Partners 2017 For general information purposes only. This is not an analysis nor a recommendation of any company and is not an offer or solicitation to buy or sell securities in any company.
- 7. © Tasktop 2017 @mik_kersten @carmendeardo© Nationwide 2017 Our AGILE Journey Began in 2006 7 AGILE The starting point was a Project Centric mindset with high start-up costs and inconsistent delivery We did not see the productivity and quality gains we desired, so we increased our focus on Agile practice maturity To reduce start-up costs and improve consistency, we established 20 agile “standing lines”2006 2012 CMMI Scaled up to 50 Agile Lines across 14 technology domains First Tasktop Integration: QA and Agile Lines (defects)
- 8. © Tasktop 2017 @mik_kersten @carmendeardo© Nationwide 2017 AGILE and LEAN provided Productivity and Quality Improvements, DevOps needed to drive Speed 8 AGILE Introduced LEAN for application maintenance productivity and quality 2014 2017 LEAN Redesigned our Software Development model and adopt Agile across all application areas Use Tasktop Hub to provide visibility across delivery value stream2016 Roll out DevOps practices to improve lead time and deployment frequency DEVOPS
- 9. © Tasktop 2017 @mik_kersten @carmendeardo© Nationwide 2017 Results PRODUCTIVITY PREDICTABILITY QUALITY $25M+ Economic value annually 88% releases went into production with ZERO defects 55% Top Quartile compared to industry On-time delivery over 90% 9
- 10. © Tasktop 2017 @mik_kersten @carmendeardo© Nationwide 2017 SPEED TIME High Acceleration during Design, Develop and Acceptance Testing 0 Teams waiting for work due to “discrete” planning processes Deployment slowed by manual and high ceremony processes 10 Need to Increase Speed Across the Value Stream
- 11. © Tasktop 2017 @mik_kersten @carmendeardo© Nationwide 2017 True North: Reduced lead time for changes Business enabling responsiveness 11 Ø Change our goals from cost and support efficiency to optimizing the developer experience Ø Architect for results like lead time and deployment frequency Ø Organize to support horizontal systems thinking across the value stream DevOps Compass Points to Business Success
- 12. © Tasktop 2017 @mik_kersten @carmendeardo BMW Leipzig Plant Architecture Image Source: BMW Group
- 16. © Tasktop 2017 @mik_kersten @carmendeardo Feature Teams Product UX / UI Security Ops Development Feature Team 1 Feature Team 2 Feature Team 3
- 24. © Tasktop 2017 @mik_kersten @carmendeardo Flow Units Unit Aka Pulled by Description Feature Story Requirements, User Stories User/Customers New business value added to the application, visible to the customer Defect Story Incident, bug User/Customers Fixes for quality problems that affect customer experience Security Story Vulnerability Security Officers, Auditors Fixes for weaknesses, flaws and vectors for exploits Tech Debt Story Architecture story Software Architects, Teams Improvement to the software architecture, invisible to the customer Value Stream Story IT for IT backlog Value Stream Architects Improvement to the value stream architecture, invisible to the customer
- 25. © Tasktop 2017 @mik_kersten @carmendeardo Flow Measures Flow Measures Description Example Lead Time Time from request to delivered artifact running in production Days from customer requesting a feature to using the requested feature. Cycle Time Time from work start to completion Hours from developer accepting a Feature Story to merging the finished implementation to master. Process time Time an artifact is actively worked on Cumulative days a Feature Story is actively worked on. Wait time Time from work request to work start Time zone delay in hours for an offshore team to start work on a Feature Story. Utilization Sum of process times of lead time (%) Low utilization for a Dev team with an external dependency Backlog Size Number of artifacts in the queue at a particular stage of the value stream The number of Security Stories on an Agile team’s backlog.
- 26. © Tasktop 2017 @mik_kersten @carmendeardo Example Flow Metrics Flow Metrics Type Description End-to-end Lead Time Velocity Time from customer request to improvement running in production Mean Time To Repair (MTTR) Responsiveness Round-trip time from support ticket, through Defect Story creation, diagnosis, fix through to delivery. Deployment frequency Repeatability Number of deploy per day/week Flow unit cost Cost Cost per flow unit per team Productivity Throughput Number of flow units delivered per team per release. New Business Value Ratio Value Proportion of Artifacts of type Feature Story delivered per release.
- 27. © Tasktop 2017 @mik_kersten @carmendeardo© Nationwide 2017 27 STORY BUSINESS BUSINESS INITIATIVE A SYSTEM RELEASE AC AC SCM CI IT / ST / PT / UAT CODE STATION TEST RESULTS / PT / SECURITY READY FOR PRODUCTION WORK INTAKE RELEASE PLANNING DESIGN / DEVELOP QUALITY CERTIFIED DEPLOY INITIATIVE BUILDS This image cannot currently be displayed. FEEDBACK BUSINESS VALUE DEPLOY FEEDBACK BUSINESS VALUE BUSINESS TASKTOP INITIATIVE BACKLOG WIP DONE MULTIPLE DEPLOYS QUALITY CERTIFIED READY FOR PRODUCTION LEAD TIME PPM RTC URBANCODE RELEASE URBANCODE DEPLOY VALUE STREAM PROCESS STREAM TOOL STREAM DEPLOY Measuring Lead Time
- 28. © Tasktop 2017 @mik_kersten @carmendeardo© Nationwide 2017 28 STORY BUSINESS BUSINESS INITIATIVE A SYSTEM RELEASE AC AC SCM CI IT / ST / PT / UAT CODE STATION TEST RESULTS / PT / SECURITY READY FOR PRODUCTION WORK INTAKE RELEASE PLANNING DESIGN / DEVELOP QUALITY CERTIFIED DEPLOY INITIATIVE BUILDS FEEDBACK BUSINESS VALUE DEPLOY FEEDBACK BUSINESS VALUE BUSINESS TASKTOP INITIATIVE BACKLOG WIP DONE MULTIPLE DEPLOYS QUALITY CERTIFIED READY FOR PRODUCTION CLARITY RTC URBANCODE RELEASE URBANCODE DEPLOY VALUE STREAM PROCESS STREAM TOOL STREAM DEPLOY 6/1 6/10 6/24 6/26 6/24-6/26 6/30 7/5 7/15 LEAD TIME (45 DAYS) Measuring Lead Time
- 29. © Tasktop 2017 @mik_kersten @carmendeardo© Nationwide 2017 29 Brad you broke the Build again!
- 31. © Tasktop 2017 @mik_kersten @carmendeardo© Nationwide 2017 31 https://itrevolution.com/book/thinking-environments/ Horizontal planks must be built and supported: • Architecture • Product Ownership • Funding • Prioritization • Continuous Improvement Delivery Value Stream Organization Models
- 35. © Tasktop 2017 @mik_kersten @carmendeardo© Tasktop 2016 @mik_kersten @carmendeardo http://tasktop.com http://nationwide.com Image Source: BMW Group