An Inside Look At Extreme Programming EssaySharon Roberts
The document discusses the history and evolution of extreme programming (XP) as an agile software development methodology, describing how it originated from collaborations between developers at Tektronix and was later used successfully on large projects at Chrysler. It explains the core values and practices of XP, including communication, simplicity, feedback, and courage, as well as practices like pair programming, daily meetings, and test-driven development. The document also explores how XP aims to lower the cost of changes by making projects more flexible and adaptable through its iterative and incremental approach.
This document provides an outline for an agile software architecture workshop. It begins by defining software architecture and describing key concepts like requirements, design principles, and architectural patterns. It emphasizes that architecture should enable agility by traveling light with just enough design. The document proposes techniques for agile architecture like architectural katas, risk analysis, and evolving the architecture over time with experiments. It concludes by providing an example architectural pitch for a restaurant ordering system that emphasizes high-level design, risks, and timelines.
DevOps provides the ability to increase time to market to an new level. The question is no longer if we need to speed up our delivery. The challenge is to find the right „pace“ for your product. Not every organization and every product needs to run at the speed of Netflix and Spotify, even if we’d like it to be like this. We need to adjust the organization, processes and tools appropriatly and to identify the real bottlenecks in the delivery pipeline continuously. And by the way, we need to justify our investment in the DevOps mission. Are we just automating the current processes or can we use this DevOps thing to really support our business? In this talk, I’d like to discuss with you how to find the right design for your delivery process and your organization to behave as a business enabler and how you can scale DevOps within your organization without loosing agility. Let’s explore how we can listen carefully to the unknown customer out there and to build software they really like in the speed of your business.
PMI Thailand: DevOps / Roles of Project Manager (20-May-2020)Gonzague PATINIER
DevOps seems to be the latest ‘buzzword’ and trend in the IT industry. This is driven by business needs for ever-faster deployment of new functionality and frustrations with the time and effort it takes to get new systems into operations. It is no longer a question of ‘should we adopt DevOps’, but ‘when and how’?
DevOps represents a significant cultural and behavioral change and many organizations fail to address this in their adoption. Gartner defines DevOps as a change in IT culture, focusing on rapid IT service delivery through the adoption of agile, lean practices in the context of a system-oriented approach. These culture changes include organization changes, impacting structure, roles and responsibilities.
What and where is the role of the project manager in organizations that have transitioned towards adopting DevOPs? Join us and let’s discuss DevOps and answer your questions followed by an informative discussion.
An Inside Look At Extreme Programming EssaySharon Roberts
The document discusses the history and evolution of extreme programming (XP) as an agile software development methodology, describing how it originated from collaborations between developers at Tektronix and was later used successfully on large projects at Chrysler. It explains the core values and practices of XP, including communication, simplicity, feedback, and courage, as well as practices like pair programming, daily meetings, and test-driven development. The document also explores how XP aims to lower the cost of changes by making projects more flexible and adaptable through its iterative and incremental approach.
This document provides an outline for an agile software architecture workshop. It begins by defining software architecture and describing key concepts like requirements, design principles, and architectural patterns. It emphasizes that architecture should enable agility by traveling light with just enough design. The document proposes techniques for agile architecture like architectural katas, risk analysis, and evolving the architecture over time with experiments. It concludes by providing an example architectural pitch for a restaurant ordering system that emphasizes high-level design, risks, and timelines.
DevOps provides the ability to increase time to market to an new level. The question is no longer if we need to speed up our delivery. The challenge is to find the right „pace“ for your product. Not every organization and every product needs to run at the speed of Netflix and Spotify, even if we’d like it to be like this. We need to adjust the organization, processes and tools appropriatly and to identify the real bottlenecks in the delivery pipeline continuously. And by the way, we need to justify our investment in the DevOps mission. Are we just automating the current processes or can we use this DevOps thing to really support our business? In this talk, I’d like to discuss with you how to find the right design for your delivery process and your organization to behave as a business enabler and how you can scale DevOps within your organization without loosing agility. Let’s explore how we can listen carefully to the unknown customer out there and to build software they really like in the speed of your business.
PMI Thailand: DevOps / Roles of Project Manager (20-May-2020)Gonzague PATINIER
DevOps seems to be the latest ‘buzzword’ and trend in the IT industry. This is driven by business needs for ever-faster deployment of new functionality and frustrations with the time and effort it takes to get new systems into operations. It is no longer a question of ‘should we adopt DevOps’, but ‘when and how’?
DevOps represents a significant cultural and behavioral change and many organizations fail to address this in their adoption. Gartner defines DevOps as a change in IT culture, focusing on rapid IT service delivery through the adoption of agile, lean practices in the context of a system-oriented approach. These culture changes include organization changes, impacting structure, roles and responsibilities.
What and where is the role of the project manager in organizations that have transitioned towards adopting DevOPs? Join us and let’s discuss DevOps and answer your questions followed by an informative discussion.
This document summarizes a presentation about Docker and microservices and what they mean for enterprise DevOps strategies. It discusses what Docker and microservices are, how they will impact development, operations, and other teams. It recommends that enterprises investigate these technologies, understand how to integrate them into existing systems and processes, and quantify the potential business benefits before adopting them. The presentation also discusses how the tool vendor XebiaLabs is helping customers prepare for and adopt containers and microservices.
The document describes a Microsoft workshop where participants will design an end-to-end solution for a customer, Wide World Importers, to orchestrate and deploy updates to their deep learning models and applications in a unified manner. The workshop will cover designing a DevOps pipeline to deploy models and web applications, investigating standardizing models to ONNX format to simplify inference, and monitoring models after deployment. At the end of the workshop, participants will be able to design solutions for fully operationalizing deep learning models throughout the model lifecycle.
EasySOA business case and real world use case 20130220Marc Dutoo
EasySOA is a lightweight SOA governance solution that provides a non-intrusive layer over existing SOA implementations to improve governance. It utilizes a collaborative document management platform like Nuxeo to store SOA models, specifications, and other documents. This includes business concepts, technical specifications of services, and deployment information. It also facilitates automated discovery of services and their documentation from code to integrate information from multiple teams. EasySOA aims to improve visibility and sharing of SOA assets without burdening teams with new tools or processes.
The System Development Life Cycle (SDLC) is a conceptual model used in project management that describes stages in developing an information system project. It includes planning, analysis, design, implementation, and maintenance phases. During planning and analysis, requirements are defined and the system is evaluated. In design, options are considered and blueprints are developed. Implementation involves completing tasks such as testing. Maintenance provides ongoing support and improvements. The SDLC provides an organized process to develop systems efficiently and meet user needs.
The document discusses the future of enterprise technology and the transition from Enterprise 1.0 systems to Enterprise 2.0. It notes that Enterprise 1.0 systems like ERP do not capture tacit knowledge, while Emergent Social Software Platforms of Enterprise 2.0 allow for collaborative knowledge discovery. It outlines some differences between Enterprise 1.0 and Enterprise 2.0, such as split vs emergent knowledge and intimidating vs social approaches. The document also discusses elements of an IT operating model for Enterprise 2.0, including processes, governance, services, measurement and organization. Finally, it raises questions about an organization's readiness for Enterprise 2.0 and the potential risks around disruption and changes to culture.
State of the Stack v4 - OpenStack in All It's GloryRandy Bias
The almost annual State of the Stack, version 4, an end-to-end view of OpenStack. This edition focuses on what the challenges are within the community and how they can be addressed.
v1 of SOTS has over 90,000 views and is one of the highest viewed OpenStack presentations ever.
Dependency-Oriented Thinking Sydney Workshop Brochure and Schedule (Feb 15 2014)Ganesh Prasad
This document provides an overview of a one-day workshop on dependency-oriented thinking, a lightweight SOA analysis and design method. The workshop will be led by two experienced SOA architects and cover topics such as identifying dependencies, using formal modeling techniques, designing different layers of a system according to dependency principles, and working through examples. Attendees will learn a new way to analyze complex systems, produce superior designs, and differentiate their careers. The workshop is aimed at solution architects, analysts and has a maximum capacity of 10 participants.
The document discusses various software architecture patterns and principles, comparing monolithic and microservices architectures. It covers topics like layers, domain-driven design, code-first versus database-first approaches, and considerations for data management in multi-tenant systems. The key aspects of architectures like microservices and domain-driven design are explained at a high level.
The document discusses applying agile project management methods to ERP implementations. It outlines key principles for an agile ERP approach, including ensuring communication, simplicity, feedback and embracing change. Specific practices for applying agile methods in the product data management domain are also presented, such as assuming simplicity, enabling incremental change, and maximizing stakeholder value.
META for Microservices: Getting your enterprise migration in motionMatt McLarty
The document discusses an approach called META (Microservice-based Enterprise Transformation Approach) for digital transformations using microservices. META consists of five design disciplines - Program Design, System Design, Service Design, Foundation Design, and Practice Design. These disciplines provide a comprehensive approach to changing how an enterprise builds and maintains distributed systems in a way that addresses complexity. The document outlines the goals and processes within each design discipline at a high level to give an overview of the META approach.
The document discusses the layered architecture pattern, one of the most common software architecture patterns. It describes the key aspects of the pattern, including that components are organized into horizontal layers with each layer performing a specific role. Most layered architectures consist of presentation, business, persistence, and database layers. The pattern emphasizes separation of concerns between layers and isolation of changes through the use of closed layers. It provides an example of how a request for customer information would flow through the layers. Considerations for using this pattern include the potential for an "architecture sinkhole" if most requests involve simple passing between layers without logic.
The document summarizes the layered architecture pattern, one of the most common software architecture patterns. It describes the key aspects of the pattern, including how it organizes components into horizontal layers with specific roles and responsibilities. Each layer forms an abstraction and the layers are closed, meaning requests must pass through each lower layer. This isolates changes and keeps layers independent. The document provides an example of how a request flows through the layers and considerations for using this pattern.
The document summarizes the layered architecture pattern, one of the most common software architecture patterns. It describes the key aspects of the pattern, including how it organizes components into horizontal layers with specific roles and responsibilities. Each layer forms an abstraction and the layers are closed, meaning requests must pass through each lower layer. This isolates changes and keeps layers independent. The document provides an example of how a request flows through the layers and considerations for using this pattern.
Information architecture is emerging as a 21st century profession focused on organizing information to make it clear and usable for humans. It involves developing structures for information that allow users to efficiently find what they need. An information architecture contains details about an organization's goals, functions, and categories of information. The TOGAF framework provides an approach for defining an information architecture through processes like requirements analysis, design, and implementation. Developing an information architecture brings benefits like reducing support costs, improving user satisfaction, and enabling business change.
The Architecture Of Software Defined Radios EssayDivya Watson
This project aims to build a smart assistant to help users purchase books online by integrating
multiple sources of information about books and the purchasing process into a single system. By
consolidating data from sources about books, reviews, prices and retailers, the assistant can provide
users all the necessary information to make an informed purchase decision in one place. The goal is
to streamline the online book buying experience for users by eliminating the need to search across
multiple websites during the purchase process.
This document discusses Centric Consulting's approach to helping clients implement a "bimodal" IT model that supports both predictable "Mode 1" systems and more innovative "Mode 2" systems. It summarizes Centric's view that balancing speed and stability requires abstracting dependencies, aligning teams, embracing automation, and focusing on culture. Case studies demonstrate how Centric has successfully delivered Mode 2 applications while integrating with clients' Mode 1 operations through practices like microservices, cloud deployment, and iterative development.
Chris Phillips SCIM Mace-Dir Internet2 Fall Member Meeting RefreshChris Phillips
SCIM is intended to simplify user provisioning across cloud applications and services by defining a common schema and RESTful API for exchanging user identity data. The schema is based on existing standards and aims to balance a core set of common attributes with extensibility. While the protocol focuses on the mechanics of provisioning user accounts, it does not fully address related issues like group management, privacy, governance of the core schema, or best practices for provisioning workflows. Implementing SCIM brings the benefits of a standardized protocol but still requires intelligence and logic within applications to fully enable user provisioning capabilities.
Building DevOps in the Enterprise: Balancing Centralized and Decentralized TeamsDevOps.com
Serving the two masters of stability and agility is a balancing act for today’s IT leaders—and the reason traditional IT structures are struggling to remain competitive. To keep pace with the changing needs of the digital enterprise, leaders should learn best practices for creating new teams—such as DevOps or an SRE function—to support the growing demands on IT.
Join this webinar and gain insights into:
Why IT organizational change is essential to meeting new business demands
How a bimodal strategy delivers the best of both worlds: stability and agility
Tips for choosing the right DevOps tools for your organization
Register today and learn how you can reimagine your IT model for a digital enterprise.
WFT is platform as a product? Clues from Team Topologies - WTFinar with Conta...Matthew Skelton
From a WTFinar with Container Solutions on 2020-11-19
Savvy organisations are discovering the value of treating their internal platforms as products. But what does it mean to treat a “platform as a product”? What benefits does this give, and why would an organisation adopt this approach?
In this talk, [Matthew Skelton] [Manuel Pais], co-author of the book Team Topologies, explains why the platform-as-product approach can be a game-changer for organisations building and running software-enabled products and services. Using ideas & patterns from Team Topologies - including Thinnest Viable Platform, team cognitive load, and the evolutionary team interaction modes - [Matthew] [Manuel] explains how organisations like adidas and Uswitch have successfully used the platform-as-product model to accelerate and simplify the delivery of software at scale.
CWIN17 Utrecht / cg u services - frank van der walCapgemini
The document discusses building blocks for digital transformation, including cloud infrastructure, artificial intelligence, data tools, and targeted applications. It recommends an architecture that is engineered for distribution, using microservices that can be deployed independently and communicate through APIs. The challenges of a microservices architecture include maintenance due to varied skills required, latency from network hops, data sharing between services, and manageability of a network of services. Digital transformation creates both digital and enterprise IT that require different approaches to exploration and security. An integration reference architecture is proposed with systems of engagement, integration layers, and systems of record.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
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The document describes a Microsoft workshop where participants will design an end-to-end solution for a customer, Wide World Importers, to orchestrate and deploy updates to their deep learning models and applications in a unified manner. The workshop will cover designing a DevOps pipeline to deploy models and web applications, investigating standardizing models to ONNX format to simplify inference, and monitoring models after deployment. At the end of the workshop, participants will be able to design solutions for fully operationalizing deep learning models throughout the model lifecycle.
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The System Development Life Cycle (SDLC) is a conceptual model used in project management that describes stages in developing an information system project. It includes planning, analysis, design, implementation, and maintenance phases. During planning and analysis, requirements are defined and the system is evaluated. In design, options are considered and blueprints are developed. Implementation involves completing tasks such as testing. Maintenance provides ongoing support and improvements. The SDLC provides an organized process to develop systems efficiently and meet user needs.
The document discusses the future of enterprise technology and the transition from Enterprise 1.0 systems to Enterprise 2.0. It notes that Enterprise 1.0 systems like ERP do not capture tacit knowledge, while Emergent Social Software Platforms of Enterprise 2.0 allow for collaborative knowledge discovery. It outlines some differences between Enterprise 1.0 and Enterprise 2.0, such as split vs emergent knowledge and intimidating vs social approaches. The document also discusses elements of an IT operating model for Enterprise 2.0, including processes, governance, services, measurement and organization. Finally, it raises questions about an organization's readiness for Enterprise 2.0 and the potential risks around disruption and changes to culture.
State of the Stack v4 - OpenStack in All It's GloryRandy Bias
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Dependency-Oriented Thinking Sydney Workshop Brochure and Schedule (Feb 15 2014)Ganesh Prasad
This document provides an overview of a one-day workshop on dependency-oriented thinking, a lightweight SOA analysis and design method. The workshop will be led by two experienced SOA architects and cover topics such as identifying dependencies, using formal modeling techniques, designing different layers of a system according to dependency principles, and working through examples. Attendees will learn a new way to analyze complex systems, produce superior designs, and differentiate their careers. The workshop is aimed at solution architects, analysts and has a maximum capacity of 10 participants.
The document discusses various software architecture patterns and principles, comparing monolithic and microservices architectures. It covers topics like layers, domain-driven design, code-first versus database-first approaches, and considerations for data management in multi-tenant systems. The key aspects of architectures like microservices and domain-driven design are explained at a high level.
The document discusses applying agile project management methods to ERP implementations. It outlines key principles for an agile ERP approach, including ensuring communication, simplicity, feedback and embracing change. Specific practices for applying agile methods in the product data management domain are also presented, such as assuming simplicity, enabling incremental change, and maximizing stakeholder value.
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The document discusses an approach called META (Microservice-based Enterprise Transformation Approach) for digital transformations using microservices. META consists of five design disciplines - Program Design, System Design, Service Design, Foundation Design, and Practice Design. These disciplines provide a comprehensive approach to changing how an enterprise builds and maintains distributed systems in a way that addresses complexity. The document outlines the goals and processes within each design discipline at a high level to give an overview of the META approach.
The document discusses the layered architecture pattern, one of the most common software architecture patterns. It describes the key aspects of the pattern, including that components are organized into horizontal layers with each layer performing a specific role. Most layered architectures consist of presentation, business, persistence, and database layers. The pattern emphasizes separation of concerns between layers and isolation of changes through the use of closed layers. It provides an example of how a request for customer information would flow through the layers. Considerations for using this pattern include the potential for an "architecture sinkhole" if most requests involve simple passing between layers without logic.
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The document summarizes the layered architecture pattern, one of the most common software architecture patterns. It describes the key aspects of the pattern, including how it organizes components into horizontal layers with specific roles and responsibilities. Each layer forms an abstraction and the layers are closed, meaning requests must pass through each lower layer. This isolates changes and keeps layers independent. The document provides an example of how a request flows through the layers and considerations for using this pattern.
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multiple sources of information about books and the purchasing process into a single system. By
consolidating data from sources about books, reviews, prices and retailers, the assistant can provide
users all the necessary information to make an informed purchase decision in one place. The goal is
to streamline the online book buying experience for users by eliminating the need to search across
multiple websites during the purchase process.
This document discusses Centric Consulting's approach to helping clients implement a "bimodal" IT model that supports both predictable "Mode 1" systems and more innovative "Mode 2" systems. It summarizes Centric's view that balancing speed and stability requires abstracting dependencies, aligning teams, embracing automation, and focusing on culture. Case studies demonstrate how Centric has successfully delivered Mode 2 applications while integrating with clients' Mode 1 operations through practices like microservices, cloud deployment, and iterative development.
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Serving the two masters of stability and agility is a balancing act for today’s IT leaders—and the reason traditional IT structures are struggling to remain competitive. To keep pace with the changing needs of the digital enterprise, leaders should learn best practices for creating new teams—such as DevOps or an SRE function—to support the growing demands on IT.
Join this webinar and gain insights into:
Why IT organizational change is essential to meeting new business demands
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Tips for choosing the right DevOps tools for your organization
Register today and learn how you can reimagine your IT model for a digital enterprise.
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In this talk, [Matthew Skelton] [Manuel Pais], co-author of the book Team Topologies, explains why the platform-as-product approach can be a game-changer for organisations building and running software-enabled products and services. Using ideas & patterns from Team Topologies - including Thinnest Viable Platform, team cognitive load, and the evolutionary team interaction modes - [Matthew] [Manuel] explains how organisations like adidas and Uswitch have successfully used the platform-as-product model to accelerate and simplify the delivery of software at scale.
CWIN17 Utrecht / cg u services - frank van der walCapgemini
The document discusses building blocks for digital transformation, including cloud infrastructure, artificial intelligence, data tools, and targeted applications. It recommends an architecture that is engineered for distribution, using microservices that can be deployed independently and communicate through APIs. The challenges of a microservices architecture include maintenance due to varied skills required, latency from network hops, data sharing between services, and manageability of a network of services. Digital transformation creates both digital and enterprise IT that require different approaches to exploration and security. An integration reference architecture is proposed with systems of engagement, integration layers, and systems of record.
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This presentation was uploaded with the author’s consent.
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• For a full set of 760+ questions. Go to
https://skillcertpro.com/product/databricks-certified-data-engineer-associate-exam-questions/
• SkillCertPro offers detailed explanations to each question which helps to understand the concepts better.
• It is recommended to score above 85% in SkillCertPro exams before attempting a real exam.
• SkillCertPro updates exam questions every 2 weeks.
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Please download this presentation to enjoy the hyperlinks!
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
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This presentation was uploaded with the author’s consent.
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Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
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This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
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This presentation was uploaded with the author’s consent.
3. 3
Contents
1. Value stream analysis in SAFe
2. What is SIPOC and how can you apply it to create better SAFe
transformations?
3. Customer experiences with applying a modified SIPOC analysis
4. Summary and key takeaways
4. 4
The complexity problem in any organization comes from
1. Communications – how we
communicate with each other or
how disconnected we are (and
thus not aligned)
2. Number of dependencies and
interfaces between systems – how
we split and manage the work
3. Scaling; number of people
developing same system or
solution
COMPLEX
probe
sense
respond
CHAOTIC
act
sense
respond
SIMPLE
sense
categorize
respond
COMPLICATED
sense
analyze
respond
DISORDER
ORDERED
UNORDERED
5. 5
SAFe® tackles the complexity in your organization
1. Roles who are responsible for communication, facilitation, and
collaboration
2. Special attention to dependencies; planning work and dependencies
together
3. Time-boxing, prioritization, flow
4. Prioritization; job sequencing
Complexity can be eased up also by architectural decoupling
6. 6
Complexity at different levels of organization
Portfolio
• Epics – Will the
customers need and
want it?
• Business models – Will
customers be willing to
pay for it?
• Business environment
– Will our competitors
offer something better?
Value Stream
• Dependencies – We
cannot deliver this part
before that is ready
• Inter-team collaboration
• Systemic complexity of
the system to be
developed and the
organization that
develops it
Essential
level
• Technical complexity –
Tamed by DevOps &
splitting the work into
stories
• Team level
competency –
collaboration within
organization
7. 7
What is a value stream?
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A value stream is a set of activities, materials, people and information
that is needed to produce value for customers
• What is the trigger that
starts the flow of value?
• What steps are needed
to create value?
• Who is the customer?
• What value do
customers receive?
Defining a value stream:
12. 12
Value streams and complexity
Reasons to enhance Value Stream analysis from complexity point of view:
1. Additional complexity may come from multiple teams supporting several (operational)
value streams
2. Some user value streams using multiple (same) underlying systems
3. There may be special competences needed to operate several systems (and getting away
from that bottleneck will take some time)
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Additional to inter-team coordination, dependencies & sequencing!
14. 14
What is SIPOC?
SIPOC is a tool that summarizes the inputs and
outputs of one or more processes in table a form. It
is used in:
• Lean (Kaizen events)
• Six Sigma
• Business Process Management
4S UPPLIERS
4I NPUTS
4P ROCESSES
4O UTPUTS
4C USTOMERS
LUOTTAMUKSELLINEN 14
SIPOC was developed by Peter Scholtes as an elaboration on Dr Deming’s systems
diagram and is an excellent tool to help you understand the process you want to improve
15. 15
SIPOC example
Example SIPOC: Automobile repair
Supplier Input Process Output Customer
•Vehicle owner
•Customer service
representative
•Facility manager
•Parts window
•Repair inquiry
•Vehicle for repair
•Permission to
proceed with
individual
recommendations
•Open bay
•Parts for approved
repairs
•Observations
•Schedule visit
•Diagnose problem
•Prepare work order
•Source parts
•Perform repairs
•Notify that service is
complete
•Appointment date
and time
•Repair
recommendations
and cost estimates
•Work order
•Parts for approved
repairs
•Repaired vehicle
•Telephone/e-
mail/text message
notification
•Vehicle owner
•Mechanic
•Customer service
representative
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Source: Wikipedia
18. 18
Modified SIPOC
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Teams
Inputs Systems Outputs Customers
Suppliers Processes
…we can insert Teams & systems!
…and Suppliers are often visible in Teams, not as process input!
19. 19
Modified SIPOC
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Teams
Inputs Systems Outputs
Customers Processes
…you can start from customer…
… several user value streams may use same underlying systems!
…processes may not be needed!
20. 20
Case #1
Loan is just one
of the user value
streams; how to
balance
between
different needs?
21. 21
Multiple inputs, teams and systems create value for several customers groups
11.5.2020 CONFIDENTIAL
Teams
Inputs Systems Outputs Customers
Modified
SIPOC
21
22. 22
Several Products, Same Platform (= Prioritization, Dependencies)
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In flow Analysis Backlog Ongoing Done
A
B
C
Arch
23. 23
Case #2
What if you
have just
enough people
to one value
stream?
How to
understand the
whole picture?
24. 24
Single Art, Modified SIPOC
Benefits
• Create a systemic view on what is happening in
the organization; the links between teams
• Identify missing functionalities; missing
interfaces, missing information
• Clarify vision
1. Create first current state
2. Then create future state
• Helps to work on the architecture
modularization
What end result looks like…
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25. 25
Customer Feedback
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”I got first time insight what
was happening in our
organization end to end”
”This was good – we we able
to look at our offering from a
new angle”
“We had just added things and not worried
about the complexity – now I understand
why things take so long to develop”
”We should have invited more
people here, how do we share
this result?”
”How often would you
recommend to do this kind of
mapping?”
27. 27
How to work with modified SIPOC?
• The idea is to create a quick map that brings out lots of value
• It is a map that connects architectural view to organizational view
• It helps you to work both on the communication structure and the
architecture
• Always focus on just current state; but reserve time also for drawing the
future state
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28. 28
Potential improvements identified by modified SIPOC
4Streamline architecture
4Simplify communicatiuon structures
• Find out biggest architecture improvements
• Find out where where standard components could help most
30. 30
Modified SIPOC Is Not A Value Stream Map
• Value streams map concept to cash; aim is to present processing times
& tact times
• Value stream maps help to identify waste & value in order to speed up
• The problem is if we have too many connections from one node as the
complexity grows exponentially with the amount of connections
• Modified SIPOC is a map of the complexity – it maps the nodes & their
interconnections
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32. 32
Facilitation tips
4Max 20 persons
4Reserve a room with sufficient wall space and suppliers (post-its, pens)
4Reserve enough time (4 hours – 1 day)
4Encourage people to experiment – also the level of details (you can
always change it later)
4Often it is easiest to start from inputs, and then go to outputs
4Have an ally
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33. 33
Potential challenges…
4”How can I connect systems to teams….” (you connect teams who are
developing those systems)
4“There is so many arrows / relations in-between” (mark only the most
important ones)
4”Should we add here also Outlook…” (or any other tool you are not
developing yourself – the answer is no)
4“I don’t like how it is currently!” (Bingo! Now you have change to
improve it!)
11.5.2020 CONFIDENTIAL 33
36. 36
When to use a modified SIPOC?
1. Simple case: The number of people fit into one ART and as a coach
you need to understand the connections between customers, systems,
and the teams who are developing these systems
2. Complex case: Multiple operational value streams that are supported
by the same systems and teams – which are partially used by the
same customers.
3. Your case? Give it a try.
36
37. 37
37
Modified SIPOC is a new tool that allows
you to work on the organizational and
architectural complexity
38. 38
Key take-a-ways #1
Objectives
1. Gain the knowledge needed to understand
when a modified SIPOC approach would result
in better SAFe implementations
2. Understand the benefits of SIPOC for value
stream analysis
3. Learn how to run a value stream analysis
using a modified SIPOC approach
Results
1. To understand and manage complex relations
on value-stream or within value stream level
2. When only single ART
3. When multiple user value streams
implemented by single ART
39. 39
Key take-a-ways #2
Objectives
1. Gain the knowledge needed to understand
when a modified SIPOC approach would result
in better SAFe implementations
2. Understand the benefits of SIPOC for value
stream analysis
3. Learn how to run a value stream analysis
using a modified SIPOC approach
Results
1. To create alignment and common view how to
evolve your organization further
2. To reduce architectural complexity
3. To reduce organizational complexity (e.g. one
team being connected to everything)
40. 40
Key take-a-ways #3
Objectives
1. Gain the knowledge needed to understand
when a modified SIPOC approach would result
in better SAFe implementations
2. Understand the benefits of SIPOC for value
stream analysis
3. Learn how to run a value stream analysis
using a modified SIPOC approach
Results
1. Model out Customers, Inputs, Teams,
Systems, Outputs (CITSO) and their
connections
2. Stick to current state first!
3. Experiment!