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Value stream management is essential for dev ops v4
The document discusses value stream management (VSM) in software delivery, highlighting its importance in improving visibility, efficiency, and coordination across enterprise portfolios. It outlines the challenges faced, such as fragmented visibility and poor optimization of pipelines, while proposing VSM as a solution to eliminate waste and enhance governance and visibility. The document also emphasizes the need for orchestration and automation in continuous delivery pipelines to facilitate better analytics and improve overall application delivery performance.
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Value stream management is essential for dev ops v4
- 1. Jeff Keyes Director ofProduct Marketing Greater Seattle Area Marc Hornbeek Principal Consultant - DevOps USA National
- 2. INTRO - ValueStream Maps and Management of Value Streams WHY – is Value Stream Management important? HOW – is Value Stream Management done? WHAT – is needed to realize a Value Stream Management solution? Q&A
- 3. Software Application ValueStream Map Plan Deploy OperateDevelopment Integration Acceptance Lean-management method for analyzing the current state and designing a future state for a software delivery pipeline.
- 4. Software Application ValueStream Management • Insights • Analytics • Governance • Notifications Manages the application delivery process from inception to delivery across the entire enterprise portfolio. Software Application Value Stream Map Plan Deploy OperateDevelopment Integration Acceptance Lean-management method for analyzing the current state and designing a future state for a software delivery pipeline.
- 5. Software Application ValueStream Management Manages the application delivery process from inception to delivery across the entire enterprise portfolio. Software Application Value Stream Map Plan Deploy OperateDevelopment Integration Acceptance Lean-management method for analyzing the current state and designing a future state for a software delivery pipeline. Orchestration (E.g. Test Environment setup) • Insights • Analytics • Governance • Notifications
- 6. is Value StreamManagement important?
- 7. PAGE 7 The J-Curveof Transformation Digital Transformation is Hard “We’ve been doing DevOps for 18 months … and have yet to release anything.” - PLUTORA PROSPECT
- 8. PAGE 8 1. FragmentedVisibility along the Product Pipeline The PMO is Dead, Long Live the PMO https://www.youtube.com/watch?v=R-fol1vkPlM
- 9. PAGE 9 2. Lackof Visibility at the Portfolio Level (Multiple Pipelines) IMPLEMENTED / IMPLEMENTING STILL MISSING • CI/CD • Automated end-to-end workflow • Agile Practices • Track Work in Aggregate • Work in Progress Tracking • Ensure alignment with the Business Achilles Heel: Dependencies
- 10. PAGE 10 Multiple Pipelines Managesthe application delivery process from inception to delivery across the entire enterprise portfolio. Orchestration with inter-dependencies between pipelines Plan Development Integration Acceptance Deploy Operate Plan Development Integration Acceptance Deploy Operate Plan Development Integration Acceptance Deploy Operate • Insights • Analytics • Governance • Notifications • Microservices • Data pipelines • Infra-as-code • Test development
- 11. PAGE 11 3. PoorManagement and Optimization of Disparate Pipelines CR Initiation Steering Committee Budget Approval Arch Review Board Develop Test Performance Test UAT / QAT Dry Run Standard / Predefined Changes Major Changes Patching / SAAS Upgrade Continuous Delivery Stream Enhancements Major Deliveries Strategic Business Initiatives Emergency Changes No CAB Production CAB Emergency CAB Operations Transition, Warranty Support and Business Value Realization ENTERPRISE RELEASE MANAGERS
- 12. 4. Weak Methodologiesto Guide Continuous Improvement Wait… did we just add another project to our application delivery? YOU’VE NEED ANSWER FOR... ...AND ONCE YOU HAVE THAT ANSWER? • Which metrics? • How to capture? • How to correlate? • How to aggregate? • How to invest? • Gaming • Data overload • Normalizing and relate • Storage. Reporting.
- 13. PAGE 13 Value StreamManagement Application Eliminate wasteful emails, meetings and manual tasks. Automates overall governance and visibility, test environment orchestration, approvals and deployment. Plan Release Plan Download Load Test UAT Approval Deploy Current State Value Stream Map – 9 weeks 2w 2w 3d 0d 0d 0d1w 4w 0.1d 1w 2d 2w 1d Release Preparation Download and Test System Acceptance Approval Deploy Future State Value Stream Map – 2 weeks 0d 0w 2.5d2.5d4d 1d 0.1d 0d 0d
- 14. is Value StreamManagement done?
- 15. PAGE 15 Forrester’s OverviewOf 13 Value Stream Management Tools July 12, 2018 VSM Capabilities
- 16. PAGE 16 Ingest datafrom the toolchain, provide analytics, codified policies that are orchestrated Planning and tracking of planned tasks Co-ordination of resources (E.g. Test environment orchestration) Analytics, post mortems Human coordination meetings, information exchange Governance and approvals Value Stream Management tools combine DevOps with Agile:
- 17. PAGE 17 Tool Management- Interconnecting Tools • Common Data Store • Data Correlation• Normalize / Common Data Model
- 18. Approverolloutplans Development Testing Production Monitoring Diagnostics Incidents Definerelease process, policies Establish release management tools Identify RASCI Prepare release calendar Assign projects to releases Identify dependencies Determine rollout policy Review roll out plans Identify, mitigate risks Prepare release bundles Verify release criteria Verify process, policy approvals Communicate release updates Ticketing and Change Management Rollout release to production Verify release in production Monitor key metrics Rollback releases Transition to operations and prod support UT SIT UAT Prod Identifyprojectstakeholders PRD,ERDreviews Bookprojectonarelease Resolveprojectconflicts Reviewcapacity,code Createproductionbuilds Runregression Releasecriteriahasbeenmet Verifyapprovals Prodrollout Releasedone QDPRB ITSM R R O B DPRB PRB QDPR O QR QPRB B R RMO PMO Dev QA/E OpsBusiness QDPRB O Governance = Managing Releases
- 19. PAGE 19 • Scopeand coordinate releases, projects and dependencies across the portfolio. • Incorporate diverse tools, teams and methodologies into enterprise releases. • Include compliance in the phases and gates. Release Planning PROJECT TEAM PRODUCT TEAM PROJECT TEAM ENTERPRISE RELEASE PLANS
- 20. PAGE 20 Interconnected DeliveryPhases & Gates ENTERPRISE RELEASE PLANS UAT Staging • Quality • Governance • Security / Compliance
- 21. PAGE 21 Release “Orchestration” PROJECTTEAM PRODUCT TEAM PROJECT TEAM ENTERPRISE RELEASE PLANS UAT Staging Prod Activities Automation Coordination Resources Communication Activities Automation Coordination Resources Communication
- 22. PAGE 22 Direct impactsto quality, efficiency, delivery None of the time invested in managing environments is building or testing the application Taking Control of Test Environments Scheduling & Arbitration Managing environment requests Handling conflicts and/or project coexistence Ensuring capacity & availability Configuration & Provisioning Incorporate vendor, operations, and Dev/QA teams required for each environment Making provisioning reliable and reduce time Keeping track of configurations and applications deployed Management & Efficiency Planning for maintenance Improving utilization and efficiency Managing chargebacks Communication & Coordination Coordinating outages and dependencies Managing booking, approvals, and notifications workflows Providing management reporting
- 23. PAGE 23 Lead Time Analyticsvs. Reporting Wait Time Wait Time Wait Time Cycle Time Cycle Time Cycle Time Cycle Time STEP STEP STEP STEP
- 24. Analytics - Whatis our pipeline speed?
- 25. is needed torealize a Value Stream Management solution?
- 26. PAGE 26 • DevOpstoolchains • Orchestration and automation of the continuous delivery pipeline • Generates data for analysis by business processes and people While DevOps improves a business value stream: • Consumes and acts on data generated by the pipeline according to policies • Processes analytics • Determines the effectiveness of business outcomes for a value stream Value Stream Management is a top tier above the DevOps toolchain that:
- 27. PAGE 27 Plutora Platform Improve thespeed and quality of complex application delivery by providing complete visibility of the entire process across the enterprise portfolio.
- 28. PAGE 28 Release Planning,Coordination & Orchestration
- 29. PAGE 29 Plutora TestEnvironment Management
- 30. PAGE 30 • Orchestratemanual and automated processes. • Aggregate information across all pipelines. • Coordinate communication between teams and stakeholders. Release Orchestration
- 31. What releases arerelated to change requests?
- 32.
- 33. Jeff Keyes Director ofProduct Marketing Greater Seattle Area Marc Hornbeek Principal Consultant - DevOps USA National Q&A
- 34.
- 35. Software Application ValueStream Map 35 Plan Deploy OperateDevelopment Activities …. …. Integration Acceptance 1d 2h 2h 2h 2h Activities …. …. Activities …. …. Activities …. …. Activities …. …. Activities …. …. Software Application Value Stream Management • Insights • Analytics • Governance • Notifications Lean-management method for analyzing the current state and designing a future state for a software delivery pipeline. Manages the application delivery process from inception to delivery across the entire enterprise portfolio.
- 36. Test Current State ValueStream Map – 9 weeks Plan download Load UAT Approval Plan Release 2W 2W 0.1d 4d Deploy 2d 2W 1W 1d 3d 0d 0d 1w 0d System Acceptance Future State Value Stream Map - 2 weeks Download and Test ApprovalRelease Preparation 4d 2.5d 2.5d Deploy 1d 0d 0d 0w 0d o.1d
Editor's Notes
- #2 Moderator: To get started I would like our panelist to introduce themselves. Jeff: Marc:
- #3 Moderator: read out the agenda
- #6 :10
- #7 Moderator: Read out the left side Ask panelists to comment on the WHY. Marc: example consultant/customer experience Jeff: Vendor’s view supporting consultant and addition use case. DevOps alone is not enough to meet business goals of a value stream. Examples: Coordination of resources (People, processes, tech) Analysis of pipeline data Black boxes in the value stream E.g. COTS, Legacy, 3rd party
- #8 Moderator: Read out the left side. Ask Jeff to explain rest of chart. Jeff: Explain the chart Marc: example consultant/customer experience supporting Jeff’s explanation
- #9 Dev teams are most likely getting by using manual reporting and tracking methods, often in a spreadsheet or project planning tool. These result in a piecemeal view of the end-to-end delivery life cycle. And these views are static, so teams can’t react to them to fix things
- #10 Organizations have been investing in continuous integration and continuous delivery (CI/CD) to automate end-to-end workflow for individual products, yet they still aren’t able to track work in progress in aggregate, at a portfolio level, to ensure customers receive value in a timely manner. “As we scale our Agile and DevOps journey at enterprise and portfolio levels, we want everybody to visualize the process for delivering products to customers. We want stakeholders to see where their epics are in the life cycle, show progress, show if items are done or not done, all the way from left or concept, to the right or cash.” Paul Elia, group vice president and DevOps center for enablement lead SunTrust Bank
- #12 In large enterprises, software product development is composed of multiple, parallel workstreams, each with different technologies, different milestones, and different artifacts. In this environment, governance is intractable, integrity hard to maintain, and feeding and correlating different metrics for different stakeholders impossible. All delivery pipelines must converge into production (and various staging / test environments) Delivery pipelines are a mix of methodologies and technologies Coordinate across geographies, vendors, and cloud Must adhere to compliance, security, budget & architecture
- #13 Even with automated tools, AD&D leaders, business leaders, and IT managers aren’t always sure which metrics they should capture and use as key performance indicators (KPIs) to set the baseline for their continuous improvement initiatives. They are floundering in data overload from islands of automation and struggling to make sense of it all.
- #14 Here are the items covered in this deck.
- #15 :30 Moderator: Read out the left side Ask panelists offer answers. Jeff: vendor view Marc: example consultant/customer experience supporting Jeff’s explanation
- #16 Moderator: Read out the left side Ask panelists to comment on the list of capabilties Jeff: vendor view Marc: example consultant/customer experience supporting Jeff’s explanation
- #17 Jeff: vendor view Marc: example consultant/customer experience supporting Jeff’s explanation
- #19 Gates = Criteria to Proceed Quality Governance Security / Compliance User Acceptance
- #23 All these questions to answer regardless of the current process. Also…did I mention they are expensive?
- #25 :45
- #26 Moderator: Read out the left side Ask panelists offer answers. Jeff: vendor view Marc: example consultant/customer experience supporting Jeff’s explanation
- #27 Jeff: vendor view Marc: example consultant/customer experience supporting Jeff’s explanation
- #28 Moderator: What does Plutora offer? Jeff: vendor view Marc: example consultant/customer experience supporting Jeff’s explanation
- #31 Improving application delivery isn’t just about automation, its about mapping and improving the value stream. Automating crappy processes with poor governance and communication will lead to disaster. Need to understand: Where are the constraints? Do we need more people? Of the changes and tools we’ve made thus far, have we improved? How much time is lost in process or communication issues? What are the chances of screwing up on the next release
- #34 :50 Q1: Is Value Stream Management a new concept? A1: While VSM has only recently become prevalent in DevOps environments it became mainstream in the 1990s as a strategic and operational approach to the data capture, analysis, planning and implementation of effective change within the core cross-functional or cross-company processes required to achieve a truly lean enterprise. Q2: If I have a simple software pipeline would Value Stream Management be worthwhile or would it be unnecessary overhead and cost? A2: The cost / benefit curve for VSM is attractive for a wide range of pipeline complexities. While it is true that complex pipelines tend to benefit the most from information management, even simple pipelines benefit because the cost is also scaled to the complexity of the information to be managed. Q3: In a complex pipeline there are many sources of information to be managed. How can a VSM system connect to all of those sources and make sense of the aggregated data? A3: Good VSM tools support a large range of tool plugins including the most popular DevOps tools. In addition users can add their own plugins very easily.
- #36 Here are the items covered in this deck.
- #37 Here are the items covered in this deck.
- #38 Dev teams are most likely getting by using manual reporting and tracking methods, often in a spreadsheet or project planning tool. These result in a piecemeal view of the end-to-end delivery life cycle. And these views are static, so teams can’t react to them to fix things