KEYNOTE SESSION Valuing the "Value Stream" SESSION OVERVIEW Value Stream is not an area of focus for many Agile teams. Many teams build a simple Task Board that reflects a simple SDLC or worse, to visualize Value Streams. Unfortunately, such Boards hide more than what they reveal. In this talk, we will discuss how Value Stream visualization is an absolute first-step towards giving you insights into your process. When it is done correctly, it can give significant insight into your Continuous Improvement cycle. Value Stream analysis can prevent you from being misled by system metrics. We will discuss various Value Streams and specifically, the importance of Upstream Value Streams.

1. 24-Mar-2018@sudiptal 1
AGILE GURUGRAM 2018

2. 24-Mar-2018@sudiptal 2

3. 24-Mar-2018@sudiptal 3

4. 24-Mar-2018@sudiptal 4

5. 24-Mar-2018@sudiptal 5

6. 24-Mar-2018@sudiptal 6

7. 24-Mar-2018@sudiptal 7

8. 3/29/2018 8

9. 24-Mar-2018@sudiptal 9

10. 24-Mar-2018@sudiptal 10

11. 24-Mar-2018@sudiptal 11

12. Table: Grouping Products or Services Into Families
Product/Service Process
Step 1
Process
Step 2
Process
Step 3
Process Steps
4, 5, 6…
A X X
B X X
C X X X
D, E, F…
24-Mar-2018@sudiptal 12

13. 24-Mar-2018@sudiptal 13

14. 24-Mar-2018@sudiptal 14

15. http://blog.xebia.com/sharing-your-task-board-across-the-globe/
24-Mar-2018@sudiptal 15

16. 24-Mar-2018@sudiptal 16

17. The confusion…
When does it make sense?
When does it NOT make sense?
24-Mar-2018@sudiptal 17

18. 24-Mar-2018@sudiptal 18

19. 24-Mar-2018@sudiptal 19

20. 24-Mar-2018@sudiptal 20

21. 24-Mar-2018@sudiptal 21

22. 24-Mar-2018@sudiptal 22

23. 24-Mar-2018@sudiptal 23

24. Objective of EPIC Value Stream:
1. Ensure that groomed stories are available for the Sprint, with full functional and technical clarity
2. Recognize that this takes time – 6-8 weeks; Hence, this needs to be ahead of the Sprint by 3-4 Sprints
24-Mar-2018@sudiptal 24

25. 24-Mar-2018@sudiptal 25

26. 24-Mar-2018@sudiptal 26

27. …. and that is a good thing!
This is the “onion” effect…
It shows “team” empowerment is happening!
24-Mar-2018@sudiptal 27

28. 24-Mar-2018@sudiptal 28

29. https://danielmiessler.com/projects/concepts/theory-of-constraints-toc-cycle-value-generation-partners/
24-Mar-2018@sudiptal 29

30. 3/29/2018 30

31. 3/29/2018 31

32. 3/29/201832

33. 24-Mar-2018@sudiptal 33
Do you see an
anomaly?

34. Design is not your
constraint!
“Functional
Automation” is the
bottleneck here!
“Coding + Junit” is
the bottleneck
here!
24-Mar-2018@sudiptal 34

35. ~ 90
~ 40
24-Mar-2018@sudiptal 35

36. Functional
Automation is not
a constraint!
Dev Complete seems
to be the constraint
now; Coding+Junit
has a uniform WIP!
But this is a waiting lane… so, the
real constraint is the cadence
mismatch between upstream and
downstream, relative to this
stage!
That’s the
TOC effect…!
24-Mar-2018@sudiptal 36

37. 24-Mar-2018@sudiptal 37

38. 29-03-2018 38

39. 29-03-2018 39
• Entry level canned problems
• Tech Support
• Elevated Tech Support
• Advanced problem solving analysis
• Zen Master Tech Support
• Experiments and tests
• Computer is deleting files and
sending mails to everyone!
Everyone knows!
Experts knowWe will know in hindsight
No one knows!

40. 29-03-2018 40
• You are now following the SOP!
Refer Sec 4.1.2
• I know that they want; trust me
(I am an expert)
• We should ask the users and try
some things out!
• There’s no time; give me absolute
control
• Follow orders

41. 29-03-2018 41
• Routine projects
• Low risk; high predictability
• Challenge: improving productivity and
quality
• These are projects that are an
extension of current team’s
capabilities/expertise
• Experts can assess the uncertainty
• Risks can be managed collaboratively
with the customer
• Small iterations with continuous
feedback critical to their success
• Projects with large uncertainty,
including the market
• True innovation projects
• Lean startup approach
• Uncertainty about both the value of
the project and how it will be
delivered/executed
• Human and technological
uncertainty
• E.g., large projects with
substantial re-architecting of
the existing infrastructure
or capabilities

42. 29-03-2018 42
• Mura and Muri present in Simple
systems will respond with Kanban
thinking
• VSM/Kanban will reveal problems that
you can respond with Kaizen process
• May need multiple dependent Kanban
systems
• Process improves incrementally
• Use visualization and metrics to reflect
on outcomes
• Reduce complexity
• Allow new models to emerge
• Implement feedback loops
• Adapt the system to emerge new
behavior
• VSM/Kanban unlikely to work well in
this domain
Software Systems

43. 24-Mar-2018@sudiptal 43

44. 24-Mar-2018@sudiptal 44

45. 24-Mar-2018@sudiptal 45

46. 24-Mar-2018@sudiptal 46
Waiting Waiting WaitingWorking Working WaitingWorking
Test
Ready
F
E
I
G
D
GY
PB
DE MN
P1
AB
Ideas
Dev
Ready
5
Ongoing
Development Testing
Done
3 35
UAT
Release
Ready
∞ ∞
Low flow efficiency means that most of lead time is influenced by
environmental factors that are unlikely to change soon
Customer Lead Time
In a low flow efficiency environment,
focus on eliminating/reducing the
“Waiting” time; not on estimation!
As a result, lead time is not very
sensitive to the size or
complexity of a single work
item, or to the specific people
involved or their individual
capabilities
46

47. 24-Mar-2018@sudiptal 47

48. 24-Mar-2018@sudiptal 48

49. 24-Mar-2018@sudiptal 49

50. “Absorb what is useful, discard
what is useless and add what is
specifically your own”
Bruce Lee