WHERES THE VALUE? VALUE STRE AMS: An Introduction To Value Streams THE .
WHERES THE VALUE? VALUE STREAMS: An Introduction to Value Streams THE FASTEST PATH TO VALUE www.cprime.com 877.7532760 Learn@cprime.com Cprime. All Rights Reserced
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS ABSTRACT - EMBRACE CHANGE Embrace change! Agile is about gaining an economic advantage by learning faster than the rate of change. Twenty years ago, small cross functional teams were sufficient to implement Agile strategy, but as it grew from an umbrella term for lightweight software development methodologies to a fullblown enterprise strategy, we needed more sophisticated tools to continue to embrace change. Many of us turned to Lean. Value streams are a Lean tool for understanding and visualizing how value is created. Value Stream Identification, Value Stream Mapping, and Value Stream Management are practices for using value streams to learn how to reduce waste, shorten lead times and improve our ability to embrace change. By investing the time in reading this paper, you will better understand how these three value stream practices compare and can help you gain economic advantage when embracing change. WHAT EXACTLY IS A VALUE STREAM? IT’S A LEARNING TOOL In lay terms, a value stream is everything we do to take an idea from concept to cash. A more formal definition from the Lean Enterprise Institute is “All of the actions, both value-creating and nonvaluecreating, required to bring a product from concept to launch (also known as the development value stream) and from order to delivery (also known as the operational value stream).” Figure 1 While Toyota embraced, refined, and popularized value stream thinking, it is likely the concept of value streams emerged around 1918 from the book, Installing Efficiency Methods by Charles E. Knoeppel. Toyota used the value stream concept as part of their Lean approach to organizing and optimizing the manufacturing process which gave them a high quality and economic advantage over their competitors. Allen Ward drew on Toyota’s learning from manufacturing and applied the Lean thinking approach to improve product development in his book Lean Product and Process Development [Ward and Sobek] Lost in the history and definitions is what value stream thinking is really all about, value streams are yet another Lean tool for quickly learning how value is created when producing products and services. One www.cprime.com Cprime. All Rights Reserved
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS thing to remember, while a value stream is a learning tool, it’s not a panacea. You still need to be open to learning the lesson. WHY DOES IT SEEM EVERYONE IS SUDDENLY INTERESTED IN VALUE STREAMS? Methodological frameworks, such as the Scaled Agile Framework (SAFe) and more recently PMIs Disciplined Agile (DA) have significantly raised awareness about Lean product development and therefore about value streams. Seminal books such as Ward’s and Sobek’s Lean Product and Process Development originally raised awareness that value streams had utility beyond manufacturing and highlighted their economic advantages of Lean Product Development. Also spurring this flurry of interest were the publications of books such as Mik Kersten’s Project to Products and Evan and Hastie’s #noprojects. These books explain the economic advantages of moving away from project base thinking to product-based thinking and advocate organizing around the flow of value. Finally, practices and tools have rapidly evolved such that enterprises can dramatically up their Lean product development game. WHY SHOULD YOU CARE? In a word: responsiveness. Lean is about getting things done with the shortest lead time. The value stream is a tool for understanding how we get things done. In the age of software, responding and embracing change – versus reacting – is an essential business success trait. It does not take much imagination to know what happens when an enterprise’s learning and decision-making velocity falls behind the rate of change. The digital roadside is littered with former marquee and too big to fail companies that did not embrace this lesson. In his book Project’s to Products, Mik Kersten declared “those who master large scale software development will shape the economic landscape of the 21st century. Traditional project-based approaches to product development create disconnection and slow responsiveness. Worse, this disconnection takes everyone’s eye off what matters - delivery of value. Teams work hard on their part of the work but are not aligned on end-to-end delivery of value. Departments optimize their internal processes often at the expense of other departments and overall product delivery. As Allen Ward wrote “Companies often get so involved in their internal organization, formal and informal, they lose sight of the value” [ ward pg. 21]. Lean product development cuts across the business silos, reducing time wasting dependencies and hand-offs and aligns everyone to what matters – value creation. Simply, if an enterprise is about to make a major investment to become more responsive and become a digital leader, then it needs to know if that investment made a difference. That means knowing what we make and how we get it done, as Martin and Osterling point out: “If you can’t describe what you are doing as a value stream, you don’t know what you’re doing.” (Martin, K. & Osterling, M. (2014). Value Stream Mapping. McGraw-Hill, p. 15.) www.cprime.com Cprime. All Rights Reserved
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS VALUE STREAM IDENTIFICATION, VALUE STREAM MAPPING AND VALUE STREAM MANAGEMENT – WHAT’S THE DIFFERENCE? Value streams seem to come with a seemingly confusing hodge podge of terminology and practices. A lot of confusion surrounds the practices of Value Stream Identification, Value Stream Mapping and Value Stream Management. While these are distinct practices, the learning they create builds on each other. Figure 2 PRACTICE Value Stream Identification QUESTIONS WE ARE TRYING TO ANSWER What we do, and how do we do it? Includes similar learning as Value Stream Identification Value Stream Mapping Also, how long does it take for us to do it? What is our lead time and actual process time? Is there a better way to get things done? Includes similar learning as Value Stream Mapping. Value Stream Management Also, how well is value flowing through the value stream and how is it contributing to business results? VALUE STREAM IDENTIFICATION What Is It? Value Stream Identification tries to answer the questions, “what do we do and how do we do it?” This may seem like a ridiculous question to have to answer within a going concern, but it is surprising how often there is not a shared clear understanding within the enterprise of what it does and how it does it. Individuals and even whole departments often only see the enterprise through the lens of their siloed www.cprime.com Cprime. All Rights Reserved
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS department. They only see the code they write, the tests they perform, the funds they raise, the marketing copy or legal compliance statement they create. Value Stream identification starts with a simple question – “What do we do that creates value?” Sometimes trying to answer this question can start an existential crisis for the participants. But after the arguments, the hissy fits, and the frustration ends, the result is a shared clear understanding of what we do. The second question “how do we do it” is often just as hard if not harder to answer. Answering this question means getting agreement on the value adding steps from the trigger event to value delivery. Why Is It Useful So how do we use the learning resulting from this newfound consensual understanding? Those familiar with the Scaled Agile Framework appreciate the importance of organizing around the flow of value which aligns everyone to a common goal of value delivery rather than just meeting the specific performance requirements of our specific functional silo. Furthermore, organizing around the value stream reduces hand-off and coordination delays. Figure 3 A common SAFe anti-pattern is organizations “launch trains” – large teams of teams known as Agile Release Trains - as part of their improvement efforts based on their existing organizational structure rather than based on their value streams. Often these trains are technology focused. This can lead to situations where the teams on a train are not aligned on value delivery and are not clear why they need to plan and operate together. Organizing “trains” around a value stream means all the teams are aligned to a common outcome and have a reason to work and plan together. www.cprime.com Cprime. All Rights Reserved
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS Figure 4 How Value Stream Identification Makes Us More Responsive Value Stream identification helps make our organization more responsive by identifying what we actually do that creates value and providing guidance for organizing us around that value stream. This aligns interests, reduces hand-offs and coordination delays. VALUE STREAM MAPPING What Is It? Value stream identification provides a shared clear understanding of what we make and how we make it. However, it does not objectively tell us how long it takes to get something done and if we are getting better at it. Value stream mapping is a tool for improving value delivery by identifying and eliminating operational waste in the value stream. A Lean axiom is that problems in a value stream will manifest themselves as delays. Tying this back to the intent behind Lean Thinking of reducing lead time, value stream mapping becomes an important Lean tool for making delays visible. If the delays are visible then we can actually do something about them and make our organization more responsive. Value Stream Mapping builds on Value Stream Identification by adding performance data to each step: Figure 5 www.cprime.com Cprime. All Rights Reserved
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS Lead time (LT) The time from when the work was ready to pull from the previous stage until work is completed by this stage. How long does it take from when a user story is “ready” to when it is done? How long does it take from when code is done for compliance to be completed? Process time -sometimes called “touch time” - (PT) How much time does it take to actually transform the input to the step into the output? For example, how much time does it actually take to code and test a user story. How much time does legal take to actually review and approve a document? Process time is not how much time the work sits idle on someone’s desk as work in progress, that is just part of the Lead Time. % Complete and Accurate (%C&A) This is the percentage of work the next stage can process as is. While it is easy to appreciate this metric in a manufacturing context, we can easily apply it to a product development context. How many supposedly “ready” user stories need to be reworked during code and test? How much of the work from code and test can be pulled as-is into Integration test? One thing we need to be quite clear about, %C&A does not mean what % of the code is defect free, rather it means what % of code pulled into integration test can even be tested. Like Value Stream Identification, Value Stream Mapping is very much a manual process. Value stream data is usually collected by assembling “experts” for a Value Stream Mapping workshop. During the workshop we try to reach a consensus on PT, LT, and %C&A for each step. If well prepared for the workshop, we may be able to draw on some historical data to make the estimates for PT, LT, and %C&A defensible. Also, the metrics are an aggregate of the averages for all the various work types and sizes of work flowing through the value stream (e.g., features, architectural enables, defect fixes, etc.). To explain how Value Stream Mapping enables us to see the waste in our value stream, let’s follow through with our example in figure 5. From our above example we can provide this backstory for our example: Review Analysis Approval It only takes the executive committee half a day (PT 0.5) to review a proposal, but the executive committee only meets once a month (LT 30). In general, it takes a BA about 10 days to model and prepare requirements, but an approved proposal may sit around for 60 days until a BA can be assigned so we get a lead time of 70 days (10 days process time 60 waiting for assignment of a BA). It takes about 5 days’ work to review a requirement document but trying to get everyone together and sign-off can take well over 90 days. So, lead time is 95 days. www.cprime.com Cprime. All Rights Reserved
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS Design Implementation UAT A systems engineer or senior developer needs about 5 days to develop the highlevel design, but the requirements can be backlogged for a couple of months (60 days). So, the lead time is 65 days. Another problem is that 20% of the time the signed off requirements are incomplete and ambiguous and have to be sent back. The Build and Test team finally gets the requirements and if they all sat together and mobbed on them, it would take only 10 days to get the job done. Problem is the team members are working on several different projects and there are a lot of starts and stops. All told, from the time the design is ready until we’re ready for UAT, it's 90 days. Also, about 25% of the designs the team receives from the Design step are not usable and have to be sent back. It only takes about 5 days to run a full UAT but there are only monthly windows available for UAT. A big problem is that UAT often tosses back over 40% of work they receive from implementation because the work products are not testable. An important Value Stream measure is the PT/LT ratio, or how much time we spend actually adding value (e.g., actually writing code) versus how long something just sits there (sits idle as work in progress). In our sample story here, summing up the Process Time across all steps from Trigger to Cash, there is about 55.5 days of value-add work performed. Total lead time – that is from the “I have an idea”, until we get paid – is 270 days, nearly a ¾ of year! This gives us an efficiency of 20% which means 80% of the time work is sitting idle. While this is a contrived scenario, often much lower levels of efficiency are common (typically 5 to 10%). If our goal is responsiveness, then taking nearly a year to go from concept to cash while work in progress just sits idle for 215 days tells us there are great opportunities for improvement. One quick observation from this example shows there is significant delay in what we would think of as “business” steps, Idea Triage, Review, Analysis, and Approval. It takes half a year before we can even get to a technology step like Design. If we artificially differentiate between the “business” and “technology” and were to only map the “technology” segments of the value stream then we blind ourselves to these delays. Even vaunted Toyota learned this lesson the hard way. While Toyota was able to reduce their lead time to build a car to just 2 days, that gain was completely squandered by the ordering and delivering processes which took over 30 days. We want to view time as the customer or business views it, not as the technical team views it. Value stream mapping also helps avoid the scourge of local optimization. Without value stream mapping we may not see the impact delays are having on our responsiveness. We may suspect them, but we will not have an objective end to end view. We also may be drawn to improving what we consider to be the “slow processes” rather than focusing on the delays. For example, implementation requires 30 days, so we may be tempted to invest in improving this step. So, assume we invest in training and tools and we are able to halve the time it takes to do implementation. What have we accomplished for our investment? Not much. Halving implementation from 30 days to 15 days only reduces our total lead time from 270 days to 255 days. www.cprime.com Cprime. All Rights Reserved
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS How to Use It? Value Stream mapping is usually done in two steps, the first is visualize and our existing as-is value stream. The second step is then to use the learning gained during the first step and imagine a new and better world. What could be done to reduce lead times between steps? Are there steps that add little or no value? What automation opportunities exist? What can be done to improve complete and accurate (%C&A)? Figure 6 Improvement suggestions to get from the as-is state to the desired future state, find their way to an improvement backlog. Ideally, improvements are treated like scientific experiments: if we make this change to the way we work, then this should reduce lead time. This is something we can measure and validate. The only challenge is data is often collected manually and we need to assemble our “experts” to evaluate the outcomes. The overhead associated with gathering the data and assembling our experts will reduce the number of learning opportunities. Superstar companies will regularly review Value Stream improvement efforts as part of their SAFe Inspect and Adapt workshop and add new improvement experiments to the backlog for the next PI Planning meeting. How Value Stream Mapping Makes Us More Responsive Value Stream mapping makes us more responsive by revealing the wasteful delays which we can then resolve to reduce our lead time. VALUE STREAM MANAGEMENT Value Stream management goes beyond Value Stream Mapping and enables us to measure the actual flow of value “inside” the value stream and correlate that flow to business results. More formally: “Value stream management is a practice that focuses on increasing the flow of business value from customer request to customer delivery. Its systematic approach to measuring and improving www.cprime.com Cprime. All Rights Reserved
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS flow helps organizations shorten time-to-market, increase throughput, improve product quality and optimize for business outcomes. [tasktop]1 Value Stream Management is like putting an MRI on the value stream to see the flow of value inside. Value Stream Management is tool based so data is collected automatically and in real-time. Automatic data collection reduces the “friction” to data collection and encourages shorter and faster learning cycles. Rather than guesstimating Lead Time, we can measure how long it takes individual work items to flow through the value stream. This means we can quickly discover delays, overloaded resources, bottlenecks, and how the mix of work itself is influencing value delivery. Also “seeing the flow inside” the value stream means we can collect more data than just guesstimated Process Time and Lead Time. We can collect a variety of data such as velocity, load (e.g., WIP), and efficiency data for a variety of different work items. With such a rich variety of real time data we can build a Value Stream dashboard for quickly testing ideas for improving flow and value delivery. This enables us to shift our management approach to product development from what is often referred to as “project thinking” where the primary concern is “are we creating outputs on time and on budget” to “product thinking” where our primary concern is “are we creating good business outcomes?”. Figure 7 One challenge to implementing value stream management is collecting data from the multitude of tools underlying the value stream. From requirements management, project management, development, and test tools, to release management. Different tools use different artifacts and workflow models. Value stream management therefore requires normalizing data collection across all the tools in the value stream. One solution is to require everyone in the value stream to use the same tool suite – the one 1 tream-management-vsm/ www.cprime.com Cprime. All Rights Reserved
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS monolithic tool to rule them all. It does not take much imagination to forecast what will happen if you try to tell everyone they are using one integrated tool. 2 Figure 8 The alternative approach to the monolithic “one tool to rule them all” approach is to connect the tools and normalize their data repositories by mapping those repositories into a common framework. The Flow Framework popularized in Mik Kersten’s “Project to Products” (flowframework.org) is one such framework which is used to normalize data collection and frame business value. Figure 9 The Flow Framework normalizes artifacts from different tools, the user stories, the requirements, the items, the tickets etc. by mapping them into one of four “flow Items”, Features, Defects, Risks and Debts. Workflow states that are tool specific, are mapped into one of four specific states (not shown in Some organizations may believe their entire value stream, concept to cash is covered by one tool. However, this assumption should be challenged because it is likely the tool only covers a segment of the value stream. 2 www.cprime.com Cprime. All Rights Reserved
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS model) New, Active, Idle, and Done. By mapping tool specific artifacts and states into normalized artifacts and states we can collect meaningful end to end flow metrics from our entire value stream. It does not matter now if our tool chain links ServiceNow, with Wrike, with Jira, with Jenkins, we now have a means to see how work flows through the entire value stream no matter which tool the data is in. With this mapping we can collect the Flow Framework’s four flow metrics which inform us how well value is flowing through our value stream: Flow Velocity The number of flow items completed over a given time period. Flow Efficiency The ratio of active time vs. wait time out of the total Flow Time (AKA activity ratio) Flow Time The total time from work start to work complete, including both active and wait states across the entire value stream (AKA what we would think of as lead time) Flow Load The ratio of flow items (features, defects, risks and debt) completed over a given time period (AKA loosely related to capacity allocation or what colour is your backlog) How to Use Value Stream Management provides a frictionless, detailed and objective data driven view of the value stream. Once provisioned, automatic data collection enables more and shorter learning cycles than is reasonably possible with Value Stream Management. We are able to run improvement experiments more frequently and determine their influence on actual Business Results. Like Value Stream mapping, superstar companies will regularly review the results of their improvement experiments. Unlike Value Stream mapping, value stream management enables us to run improvement experiments and evaluate the results more frequently. Also, because value stream management collects a wider range of data and relates that data to business results, we can run a richer variety of improvement experiments. Value Stream Management also provides us with a powerful Value Stream governance tool. Many organizations use capacity allocation where a specific percentage of their development capacity is allocated to different types of work. For example, an organization may declare that 25% of their capacity be allocated to paying down technical debt, 25% to architecture, and the remaining 50% to new Feature development. With Value Stream Management we can actually see if our execution followed our strategy. How Value Stream Management Makes Us More Responsive Value Stream Management makes us more responsive by automatically collecting data to help us both reduce lead time and measure the contribution work flowing through the value stream makes to our www.cprime.com Cprime. All Rights Reserved
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS Business Results. Faster learning cycles enabled by Value Stream Management means we can be relentless in pursuing our improvement efforts. VALUE STREAM MANAGEMENT AND SAFE Organizing around the flow of value is a foundational principle in SAFe. A quick look at the framework shows value streams are the fundamental organization mechanism. A portfolio contains a set of development value streams creating value for the organization. An ART – the organization of 50 to 125 people to get a job done are organized around the value stream. The 5.1 release of SAFe acknowledged Value Stream Management as part of its “DevOps” domains and influencing all aspects of the continuous delivery pipeline (Continuous Exploration, Continuous Integration, Continuous Deployment, Release on Demand). Figure 10 Where to Start? To reiterate: value streams are yet another lean tool for quickly learning how to make good products or deliver good services. So where to start? Before you do anything else, do you have a consensus on what your products and services are and how you create them? If not, then the first step is going through a value stream identification workshop to create that shared common vision. Especially if you are starting to use a Value Stream based framework like SAFe. This is a critical first step in any improvement effort. www.cprime.com Cprime. All Rights Reserved
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS Organizing around the value stream can reduce delays and increase value delivery but these improvements will not be directly quantifiable. Do you really know how long it takes you to get things done, and how long work in progress flowing through the value stream “just sits there”?. Value Stream Mapping and Value Stream Management are complementary, and both can help us visualize the value stream and quantify improvement opportunities. For an organization starting an improvement journey or otherwise uncertain about its commitment to its improvement journey, it may be easier to start with Value Stream Mapping first. It is easier to get started with Value Stream mapping and the ability to visualize the delays can result in early “quick wins”. Value stream management does require an investment in tooling and so there is a significant start-up cost which may be hard to justify early in an organization’s digital transformation journey. Value Stream Management can be done in conjunction with Value Stream Mapping or after depending on an organization’s maturity with value stream thinking. Value Stream mapping is certainly less costly to start with and can certainly demonstrate early quick wins. But Value Stream Mapping cannot provide you with easy access to detailed data to drive your continuous improvement efforts. CPRIME’S PRIME: AN AGILE APPROACH TO DIGITAL TRANSFORMATION Figure 11 Combining Tasktop’s Viz tool for Value Stream Management with Cprime’s PRIME approach to Digital Transformation creates a powerful continuous improvement approach to your Digital Transformation. Viz makes your value stream visible, highlighting bottlenecks, inefficiencies, long wait times, excessive workloads, and sub-optimal work product mixes. PRIME is an agile Measure and Iterate approach to www.cprime.com Cprime. All Rights Reserved
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS Digital Transformation. Together, Viz and PRIME create an opportunity to discover problems impeding value stream flow, recommend interventions, and measure the outcome. The PRIME approach with VIZ Prepare Roadmap Iterate Measure Gain knowledge and understanding of the organization and desired outcomes. Discovery workshop for organizational assessment Establish the desired enterprise outcomes for the engagement initial roadmap Prepare and Roadmap workshop established the vision, the strategic objectives (OKRs) and initial roadmap for the engagement. Strategic Value Stream workshop maps operational value streams Value Stream Management Package maps an identified development value stream, provisions Viz and begins data collection Iteratively solve the identified areas of improvement with a mindset on outcomes and not outputs with training, coaching, consulting and services from all Cprime practices: Scaled Agility Product Agility Cloud and Devops Evaluate Flow Metrics to evaluate if outcomes were achieved based on solutions offered. Update Roadmap, and OKRs, and as appropriate pivot or persevere Teach to fish – Build the capability within the organization to learn, evolve and grow. Enable CPRIME – THE ONE STOP SHOP FOR DIGITAL TRANSFORMATION Value Stream Offerings Strategic Value Stream Workshop The "Big Picture" This is a 1-day workshop for creating a shared clear vision of what value we create and how we create it. This workshop identifies operational value streams and the development value streams that create the operational value streams. www.cprime.com Cprime. All Rights Reserved
WHERE’S THE VALUE? AN INTRODUCTION TO VALUE STREAMS Value Stream Mapping Workshop Identify the products and the value streams for creating those products and the lead times for creating value. Identify issues and imagine a better future state. Intent is to use the metrics such as Lead Time, Process Time, Efficiency, etc. to MEASURE improvements to the value stream. Value Stream Management Package A multi-day offering to jump start Value Stream Management for a client using the Flow Framework and Viz. Intent is to use the Flow Metrics to MEASURE improvements to the value stream. Related Offerings SAI Value Stream Identification This is the classical SAI Value Stream Identification Workshop and can be offered stand-alone and ind
of us turned to Lean. Value streams are a Lean tool for understanding and visualizing how value is created. Value Stream Identification, Value Stream Mapping, and Value Stream Management are practices for using value streams to learn how to reduce waste, shorten lead times and improve our ability to embrace change.
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