Value stream mapping
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Why use a Value Stream Map, How to create As-Is and To-Be maps, two types of VSMs (Operational and Development), and how VSMs can help you organize your teams
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Value stream mapping
- 1. Value Stream Mapping Jim Brisson Jim.brisson@agilecoaching.org Jim.brisson@agilecoaching.org
- 5. Silo Jim.brisson@agilecoaching.org Doesn’t see rest of org or flow Manages costs, efficiency … of Silo
- 6. Silo Focus • Misses • Lead Time/Cycle Time – no one managing the pipeline • Coordination across teams • Effects of upstream groups on my teams • Effects of my teams on downstream groups Jim.brisson@agilecoaching.org
- 7. Focus on Value Stream Jim.brisson@agilecoaching.org
- 8. Value Stream Delays - Waste Jim.brisson@agilecoaching.org Non Value Add Non Value Add Waiting Waiting Waiting Waiting Waiting Waiting Waiting
- 9. What’s the big deal? • Requirements slow • Not responsive to customer • Can’t satisfy urgent needs • Business needs are constantly changing – requirements go stale • Testing delayed • Debugging is much more difficult/costly • Synchronizing • Postponed merges are much more complicated • Non Value work appears • More work is in progress • More to track • More to understand • More coordination meetings • Queues develop • queue management is non value adding work Jim.brisson@agilecoaching.org It’s less efficient Ensuring everyone’s busy is the wrong answer
- 10. Where will we get better return Get better at what you do Reduce delays between steps Jim.brisson@agilecoaching.org
- 11. Busy • We can all be very busy • But lots of work can be waiting • Most companies don’t manage their development pipeline well at all Jim.brisson@agilecoaching.org
- 12. Scrum Team process can be efficient • Many orgs, with Agile practices, have resolved many problems within teams • Cross Functional Teams • Short Sprints • Continuous integration Jim.brisson@agilecoaching.org
- 13. But work before after and across less so • Portfolio Management • Dependencies • Organizational structure • Environments • Test Phases • Shared resources Jim.brisson@agilecoaching.org
- 15. Charter • Executive Support • Promise that changing/eliminating roles will NOT result in job loss Jim.brisson@agilecoaching.org
- 16. Basic Steps • Get executive support • Decide where begin and end • Staff accordingly • Refine Charter – how you’ll work, inputs and outputs, when you’re done … • Create initial VS Map • Gemba • walk the process – the team should talk directly to process doers • Get agreement on AS-IS process • Agree on problem areas to address • With appropriate stakeholders – brainstorm ways to improve process • Propose solutions (To-Be) process • Experiment, Measure, Adjust (PDCA) • Iterate Jim.brisson@agilecoaching.org
- 19. Define Processes • We are not process mapping • High Level • Minimal or no branching • Not creating a user journey • Not concerned with mapping customer happiness • Main Process Steps • Clues • Handoffs • Wait Times Jim.brisson@agilecoaching.org
- 20. Consider flow across teams Jim.brisson@agilecoaching.org Non Value Add Non Value Add Waiting Waiting Waiting Waiting Waiting Waiting Waiting
- 21. May be within teams as well Jim.brisson@agilecoaching.org Non Value Add Non Value Add Waiting Waiting Waiting Waiting Waiting Waiting Waiting
- 22. Just the main flow first Jim.brisson@agilecoaching.org Waiting Waitng Waiting Waiting Waiting
- 23. Brainstorm Process Steps Jim.brisson@agilecoaching.org Waiting Waitng Waiting Waiting Waiting Start End
- 24. Look for • Handoffs • Waiting • Approvals Jim.brisson@agilecoaching.org
- 25. Add Approval Steps Jim.brisson@agilecoaching.org Start End Non Value Add Non Value Add Waiting Waiting
- 26. For Each Step Title LT = 200 hrs PT = 2 hrs %CA = 50% LT = Lead Time PT = Processing Time %CA = percent complete and accurate Accuracy more important than precision
- 27. Value Stream Delays - Waste Jim.brisson@agilecoaching.org Non Value Add Non Value Add Waiting Waiting Waiting Waiting Waiting Waiting Waiting
- 28. Time Line Jim.brisson@agilecoaching.org 80 Hrs 25 Hrs12 Hrs 15 Hrs 23 Hrs 120 Hrs 10 Hrs 300 Hrs 600 Hrs VAT = 85 NVAT = 1320 6.5% Eff 120 Hrs Non Value Add Non Value Add Waiting Waiting Waiting Waiting Waiting Waiting Waiting 2 hrs
- 29. Time Line Jim.brisson@agilecoaching.org 80 Hrs 25 Hrs12 Hrs 15 Hrs 23 Hrs 120 Hrs 10 Hrs 300 Hrs 600 Hrs VAT = 85 NVAT = 1320 6.5% Eff 120 Hrs 2 hrs Title PT = 2 hrs Title LT = 120 hrs PT = 10 hrs %CA = 50% Title PT = 2 hrs Title LT = 200 hrs PT = 2 hrs %CA = 50% Title PT = 2 hrs Title LT = 1200 hrs PT = 12 hrs %CA = 50% Title PT = 2 hrs Title LT = 80 hrs PT = 25 hrs %CA = 50% Title PT = 2 hrs Title LT = 300 hrs PT = 15 hrs %CA = 50% Title PT = 2 hrs Title LT = 600 hrs PT = 23 hrs %CA = 50% Start End Need to adjust efficiency for %CA
- 30. Add Systems Jim.brisson@agilecoaching.org 80 Hrs 25 Hrs12 Hrs 15 Hrs 23 Hrs 120 Hrs 10 Hrs 300 Hrs 600 Hrs VAT = 85 NVAT = 1320 6.5% Eff 120 Hrs 2 hrs Title PT = 2 hrs Title LT = 120 hrs PT = 10 hrs %CA = 50% Title PT = 2 hrs Title LT = 200 hrs PT = 2 hrs %CA = 50% Title PT = 2 hrs Title LT = 1200 hrs PT = 12 hrs %CA = 50% Title PT = 2 hrs Title LT = 80 hrs PT = 25 hrs %CA = 50% Title PT = 2 hrs Title LT = 300 hrs PT = 15 hrs %CA = 50% Title PT = 2 hrs Title LT = 600 hrs PT = 23 hrs %CA = 50% Start End IT- 1 IT- 2
- 31. Add WIP Jim.brisson@agilecoaching.org 80 Hrs 25 Hrs12 Hrs 15 Hrs 23 Hrs 120 Hrs 10 Hrs 300 Hrs 600 Hrs VAT = 85 NVAT = 1320 6.5% Eff 120 Hrs 2 hrs Title PT = 2 hrs Title LT = 120 hrs PT = 10 hrs %CA = 50% Title PT = 2 hrs Title LT = 200 hrs PT = 2 hrs %CA = 50% Title PT = 2 hrs Title LT = 1200 hrs PT = 12 hrs %CA = 50% Title PT = 2 hrs Title LT = 80 hrs PT = 25 hrs %CA = 50% Title PT = 2 hrs Title LT = 300 hrs PT = 15 hrs %CA = 50% Title PT = 2 hrs Title LT = 600 hrs PT = 23 hrs %CA = 50% Start EndIT - 1 IT - 2 20 20 10 30 20
- 32. Gemba • Walk the process • The entire VS team as one • Interview process participants Jim.brisson@agilecoaching.org
- 33. 2nd Pass – fix/embellish Jim.brisson@agilecoaching.org 80 Hrs 25 Hrs12 Hrs 15 Hrs 23 Hrs 120 Hrs 10 Hrs 300 Hrs 600 Hrs VAT = 85 NVAT = 1320 6.5% Eff 120 Hrs 2 hrs Title PT = 2 hrs Title LT = 120 hrs PT = 10 hrs %CA = 50% Title PT = 2 hrs Title LT = 200 hrs PT = 2 hrs %CA = 50% Title PT = 2 hrs Title LT = 1200 hrs PT = 12 hrs %CA = 50% Title PT = 2 hrs Title LT = 80 hrs PT = 25 hrs %CA = 50% Title PT = 2 hrs Title LT = 300 hrs PT = 15 hrs %CA = 50% Title PT = 2 hrs Title LT = 600 hrs PT = 23 hrs %CA = 50% Start EndIT - 1 IT - 2
- 34. Record Problems/Blockers Title LT = 200 hrs PT = 2 hrs %CA = 50% Batch of 50
- 35. 2nd Pass – Kaizen ideas to fix Jim.brisson@agilecoaching.org 80 Hrs 25 Hrs12 Hrs 15 Hrs 23 Hrs 120 Hrs 10 Hrs 300 Hrs 600 Hrs VAT = 85 NVAT = 1320 6.5% Eff 120 Hrs 2 hrs Title PT = 2 hrs Title LT = 120 hrs PT = 10 hrs %CA = 50% Title PT = 2 hrs Title LT = 200 hrs PT = 2 hrs %CA = 50% Title PT = 2 hrs Title LT = 1200 hrs PT = 12 hrs %CA = 50% Title PT = 2 hrs Title LT = 80 hrs PT = 25 hrs %CA = 50% Title PT = 2 hrs Title LT = 300 hrs PT = 15 hrs %CA = 50% Title PT = 2 hrs Title LT = 600 hrs PT = 23 hrs %CA = 50% Start EndIT - 1 IT - 2
- 36. To-Be • Derive proposed changes • PDCA • Hypothesis • Measure • Try it • Decide – Continue? • Iterate until succesful • Iterate on Kaizens • Complete when satisfy charter Jim.brisson@agilecoaching.org
- 38. Operational vs. Development Value Streams There are two types of Value Streams: System 1. Operational Value Streams Used to deliver end Customer value 2. Development Value Streams Used to build the systems and capabilities that enable operational Value Streams Our focus is the latter, but to understand the latter, you first have to understand the former. System System System System
- 39. Examples of an Operational Value Stream Hospital patient services Consumer bank loans
- 41. Time Line Jim.brisson@agilecoaching.org 80 Hrs 25 Hrs12 Hrs 15 Hrs 23 Hrs 120 Hrs 10 Hrs 300 Hrs 600 Hrs VAT = 85 NVAT = 1320 6.5% Eff 120 Hrs 2 hrs Title PT = 2 hrs Title LT = 120 hrs PT = 10 hrs %CA = 50% Title PT = 2 hrs Title LT = 200 hrs PT = 2 hrs %CA = 50% Title PT = 2 hrs Title LT = 1200 hrs PT = 12 hrs %CA = 50% Title PT = 2 hrs Title LT = 80 hrs PT = 25 hrs %CA = 50% Title PT = 2 hrs Title LT = 300 hrs PT = 15 hrs %CA = 50% Title PT = 2 hrs Title LT = 600 hrs PT = 23 hrs %CA = 50% Start End Backlog Ready for Grooming Ready for Development Ready for TestDeveloping
- 43. © Scaled Agile, Inc. 43 Exercise: Prepare your workspace • Prepare a workspace two flip chart pages wide or on a large white board • At the end of the workshop, your workspace will look like this: 3 min
- 44. Loans Value Stream example
- 45. © Scaled Agile, Inc. 45 Exercise: Illustrate the Operational Value Streams Using green Post-Its, define the sequence of steps from ‘trigger’ to ‘value received,’ as well as the people who are part of the Value Stream. 15 min ValueTrigger Marketing, Sales Loan Agents Etc. Etc. Etc.
- 46. 46© Scaled Agile, Inc. 2. Identify the systems which support the Operational Value Stream
- 47. The systems we build support these Value Streams
- 48. © Scaled Agile, Inc. 48 Exercise: Identify systems and connections • Identify the systems supporting one of the Operational Value Streams • Sketch the connections between the systems and the Operational Value Stream steps they support 15 min ValueTrigger Marketing, Sales Loan Agents Etc. Etc. Etc.
- 49. 49© Scaled Agile, Inc. 3. Identify the people who develop the systems
- 50. People develop the systems
- 51. 51© Scaled Agile, Inc. 4. Identify Development Value Streams that build these systems
- 52. Identify the Development Value Stream HINT: Look at what systems the requirements touch
Editor's Notes
- Note: Sometimes the Operation and Development Value Streams are the same. Example: SaaS vendor that develops and deploys an end-user solution
- Setup: Have people identify their space If using flip chart paper, they may need a space as big as two flip chart pages wide by two flip chart pages high
- D