You're reading from Driving DevOps with Value Stream Management Improve IT value stream delivery with a proven VSM methodology to compete in the digital economy

Product type Paperback

Published in Aug 2021

Publisher Packt

ISBN-13 9781801078061

Length 676 pages

Edition 1st Edition

Tools

Scrum

Concepts

Agile

Author (1):

Cecil 'Gary' Rupp

View More author details

Table of Contents (23) Chapters

Preface

1. Section 1:Value Delivery

2. Chapter 1: Delivering Customer-Centric Value FREE CHAPTER

3. Chapter 2: Building On a Lean-Agile Foundation

4. Chapter 3: Analyzing Complex System Interactions

5. Chapter 4: Defining Value Stream Management

6. Chapter 5: Driving Business Value through a DevOps Pipeline

7. Section 2:VSM Methodology

8. Chapter 6: Launching the VSM Initiative (VSM Steps 1-3)

9. Chapter 7: Mapping the Current State (VSM Step 4)

10. Chapter 8: Identifying Lean Metrics (VSM Step 5)

11. Chapter 9: Mapping the Future State (VSM Step 6)

12. Chapter 10: Improving the Lean-Agile Value Delivery Cycle (VSM Steps 7 and 8)

13. Section 3:VSM Tool Vendors and Frameworks

14. Chapter 11: Identifying VSM Tool Types and Capabilities

15. Chapter 12: Introducing the Leading VSM Tool Vendors

16. Chapter 13: Introducing the VSM-DevOps Practice Leaders

17. Chapter 14: Introducing the Enterprise Lean-VSM Practice Leaders

18. Section 4:Applying VSM with DevOps

19. Chapter 15: Defining the Appropriate DevOps Platform Strategy

20. Chapter 16: Transforming Businesses with VSM and DevOps

21. Assessments

22. Other Books You May Enjoy

Defining universal Lean metrics

We've already introduced some Lean metrics in the previous chapter on current-state value stream mapping. However, we did not take the time to define Lean metrics other than metrics explicitly related to software delivery performance. Additionally, there are many traditional Lean metrics that you and your VSM team need to understand how to use, as identified in the following list:

Cycle time (CT): The CT is the timespan between starting and finishing a process or a value stream activity. The CT is actually a measure of throughput (units per period of time). So, if we can produce 40 widgets in a 40-hour work week, our cycle time is The VSM team only includes working time and does not include work in progress (WIP), nor the waiting time between value stream activities. However, the CT is not always all value-adding time (VT). There can be elements of non-value-adding work within the activity in the form of waste. This waste includes defects...