Evaporate the Gates: VSM Workshop

Evaporate the Gates
Value Stream Mapping
for Continuous Delivery
80
mins
Ben Dodd @bendodd
Kevin Austin @kev_austin
Workshop from
@AgileLeanIre
#ALI2019

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Ben Dodd @bendodd | Kevin Austin @kev_austin | #ALI2019
What we will
explore
together
today

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Goals for our time today
1. This could be awesome, let’s do it!
2. This seems simple to start, let’s start!
3. I have a connected community of #ALI2019
folks I can collaborate with

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Constraints,
Blockers,
Gates
Why do
they
persist?
How do you
know where
to improve?
Exercise

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6
HELP!
• One night,
once a year
• 90% of revenue
• 9 month manual
deployment

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What we
are going
to map
Apply
to our
context
Software
delivery

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Exercise
1. Get into groups
of 3
2. Pick a value
stream
3. Sketch it out
4. Starts & ends
with the customer

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Hint: it might look
something (maybe)
like this…
Who is the
customer?
The VSM starts
with the
customer… …and ends with
the customer
Customer

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A Value
Stream Map
A process
map
Visual focus
point
Data about the
flow of work
What are the
key outputs?

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Collaborative
empirical
clarity
Team
environment
awareness
Improvement
opportunities
What are the
key outcomes?
Continuous
reflection
Story telling
over time
Supports
investment
decisions

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How can we create
a VSM?

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Walk 1:
Process Map
& People
Walk 2:
Anecdotal
Metrics &
Measures
Walk 3:
Measured
Metrics &
Measures
3 Passes:
Walking The Line

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Developer
Tester
Scrum
Master
Analyst
Delivery
Manager
DBA
Product
Owner
Security
Monitoring
Release
Engineer
UX
Designer
…who else?
Collaborative
Crowd-Sourcing

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1. Everyone note down all of the
processes involved, 1 per post-it
note
2. Stick them on the wall or whiteboard
in the order that they occur (discard
duplicates)
3. Group them up until you have
between 5 and 15 processes

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Customer
CREATE STORY Develop
Feature
DEPLOY
TO PRE TEST FEATURE
Step
1
Walk
1
Create
Story
Deploy to
Pre-Prod
TEST FEATURE
Test
Feature
Process Mapping

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Customer
Create
Story
Develop
Feature
Deploy to
Pre-prod
Test
Feature
Step
2
Walk
1
Process Mapping

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Customer
Create
Story
-----------
Analyst
Develop
Feature
-----------
Engineer
Deploy to
Pre-prod
-----------
Del Mgr
Test
Feature
-----------
Tester
Step
3
Walk
1
Process Mapping

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Exercise
• Add roles of who
is involved at
each stage
• Revisit your VSM
• Rework
• Refine/simplify

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LT: 1D
PT: 3.5H
C&A: 50%
AR: 50%
1.What is the lead time?
The lead time (LT) is the total amount of
time from asking for, to delivery that a
process takes, so including any time waiting
in the queue
2.What is the process time?
The process time (PT) is the amount of time
it actually takes to complete the process.
This must be equal to or less than the lead
time.
3.What is the percent complete and
accurate (C&A)?
This is the percentage of time that a process
has been completed without problems.
4. Based on lead-time and process time, we can
now the activity ratio (AR)
Step
4
Walk
2
Empirical Data

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LT: 1D
PT: 3.5H
C&A: 50%
AR: 50%
Step
4
Walk
2
Add Anecdotal
Empirical Data
WORKING DAY: 7H
WORKING WEEK: 5D
Customer
Create
Story
-----------
Analyst
Develop
Feature
-----------
Engineer
Deploy to
Pre-prod
-----------
Del Mgr
Test
Feature
-----------
Tester

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Step
4 WORKING DAY: 7H
WORKING WEEK: 5D
LT: 14D
PT: 4H
C&A: 60%
AR: 4%
LT: 2D
PT: 5M
C&A: 50%
AR: 0.6%
LT: 14D
PT: 8D
C&A: 90%
AR: 57%
Walk
2
LT: 1D
PT: 3.5H
C&A: 50%
AR: 50%
Customer
Create
Story
-----------
Analyst
Develop
Feature
-----------
Engineer
Deploy to
Pre-prod
-----------
Del Mgr
Test
Feature
-----------
Tester
Add Anecdotal
Empirical Data

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Step
6
TLT: 31D
TPT: 9D 0H 35M
AC&A: 57.5%
TAR: 29%
Walk
2
Derive Summary
Data
LT: 14D
PT: 4H
C&A: 60%
AR: 4%
LT: 2D
PT: 5M
C&A: 50%
AR: 0.6%
LT: 14D
PT: 8D
C&A: 90%
AR: 57%
Customer
Develop
Feature
-----------
Engineer
Deploy to
Pre-prod
-----------
Del Mgr
Test
Feature
-----------
Tester

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LT: 14D
PT: 4H
C&A: 60%
AR: 4%
LT: 2D
PT: 5M
C&A: 50%
AR: 0.6%
LT: 1
PT:
C&A:
AR: 5
LT: 1D
PT: 3.5H
C&A: 50%
AR: 50%
Customer
Create
Story
-----------
Analyst
Develop
Feature
-----------
Engineer
Deploy to
Pre-prod
-----------
Del Mgr
Test
Featu
-------
Test
Step
7
Walk
3
Add Real
Empirical Data

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Exercise
• Add data – rough
guesses are good!

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LT: 1D
PT: 3.5H
C&A: 50%
AR: 50%
1.What is the lead time?
The lead time (LT) is the total amount of
time from asking for, to delivery that a
process takes, so including any time waiting
in the queue
2.What is the process time?
The process time (PT) is the amount of time
it actually takes to complete the process.
This must be equal to or less than the lead
time.
3.What is the percent complete and
accurate (C&A)?
This is the percentage of time that a process
has been completed without problems.
4. Based on lead-time and process time, we can
now the activity ratio (AR)
Step
4
Walk
2
Empirical Data

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How can we improve
using a VSM?

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LT: 1D
PT: 1H
C&A: 50%
AR: 14%
1. Evaluate the whole process
Before we evaluate individual processes,
should the end-to-end process be removed?
Are processes upstream affecting a process?
2. Optimise for high %C&A
Investigate why the quality of a process is
low
3. Optimise for high Activity Ratio %
Investigate why there is a difference
between Lead Time and Process Time – can you
reduce the queues?
4. Remove processes
Before we look to optimise a process, can it
be removed completely?
5. Automate or optimise a processes
Finally, can we optimise a process to
increase C&A or AR or reduce Lead Time

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Step
8
WALK
3
Add Kaizen Bursts
(Improvements)
LT: 14D
PT: 4H
C&A: 60%
AR: 4%
LT: 2D
PT: 5M
C&A: 50%
AR: 0.6%
LT: 14D
PT: 8D
C&A: 90%
AR: 57%
LT: 1D
PT: 3.5H
C&A: 50%
AR: 50%
Customer
Create
Story
-----------
Analyst
Develop
Feature
-----------
Engineer
Deploy to
Pre-prod
-----------
Del Mgr
Test
Feature
-----------
Tester
AUTO
DEPLOY

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Exercise
• Discuss and
highlight areas
to improve

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Why do we
VSM?

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Fact-based &
Non-political
Visualise
workflow
Interaction
awareness
Understand our
processes
Empirical
workflow
measurement
Why do
we VSM?
Empathy

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Continuous
improvement,
not big bang
We always want
to improve :)
Why Now?
Credible
co-created
story telling,
over time

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Why Now?
DevOps Research and Assessment (DORA)
benchmarks
Elite Low
Performing
Deployment Frequency
For the primary application or service you work on, how
often does your organisation deploy code?
On-demand
(multiple
deploys per day)
Between once
per week
and once per
month
Lead time for changes
For the primary application or service you work, what is
your lead time for changes (i.e., how long does it take to
go from code commit to code successfully running in
production)?
Less than an
hour
Between one
month and six
months
Mean time to recover (MTTR)
For the primary application or service you work on, how
long does it generally take to restore service when a
service incident occurs (e.g., unplanned outage, service
impairment)?
Less than an
hour
Between one
week and one
month
Change failure rate
For the primary application or service you work on, what
percentage of changes results either in degraded service
or subsequently requires remediation (e.g., leads to
service impairment, service outage, requires a hotfix,
rollback, fix forward, patch)?
0-15% 46-60%
“We’ve been
doing agile,
but..
..we’re still
in the red”

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Why Now? DevOps Research and Assessment
(DORA) benchmark – aspect of delivery
performance
Elite High
Performing
Medium
Performing
Low
Performing
Deployment Frequency
For the primary application or service you work
on, how often does your organisation deploy
code?
On-demand
(multiple
deploys per
day)
Between
once per
hour and
once per day
Between once
per week and
once per
month
Between
once per
week
and once
per month*
Lead time for changes
For the primary application or service you
work, what is your lead time for changes (i.e.,
how long does it take to go from code commit
to code successfully running in production)?
Less than an
hour
Between one
day and one
week
Between one
week and one
month
Between
one month
and six
months
Mean time to recover (MTTR)
on, how long does it generally take to restore
service when a service incident occurs (e.g.,
unplanned outage, service impairment)?
Less than an
hour
Less than
one day
Less than one
day
Between
one week
and one
month
Change failure rate
on, what percentage of changes results either
in degraded service or subsequently requires
remediation (e.g., leads to service impairment,
service outage, requires a hotfix, rollback, fix
forward, patch)?
0-15% 0-15% 0-15% 46-60%
Speed..
stability..
trust.. safety..
learning..

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What are the likely
pitfalls?
…tales from the trenches

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ONE OFF MAPPING
PROCESS PROXY
REPORTS
“WITNESS LEADING”
PROCESS MAP,
NOT VSM
(MICRO NOT MACRO)
IDEALISED
DESCRIPTION
TEAM COMPARISON
NOT WALKING THE
FLOOR
CONFUSED
TERMINOLOGY
ANECDOTAL DATA
NOT VALIDATED

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Real Examples

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Comic Relief’s Global
Donations Platform
Annual Chaos to Daily Value Delivery

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LT: 4W
PT: 1W
C&A: 50%
AR: 25%
Donor
Define
Platform
---------
CR Team
Order
Platform
---------
Partners
LT: 12W
PT: 3D
C&A: 25%
AR: 5%
Install
Platform
---------
Hosting
LT: 4W
PT: 1W
C&A: 25%
AR: 25%
Develop
App
---------
App Team
LT: 6W
PT: 2W
C&A: 50%
AR: 33%
Deploy App
---------
Release
Team
LT: 2W
PT: 1W
C&A: 20%
AR: 50%
Testing
---------
All Teams
LT: 1D
PT: 3.5H
C&A: 50%
AR: 50%
Run Night
of TV
---------
All Teams
LT: 1D
PT: 8H
C&A: 50%
AR: 33%
TLT: 36W
TPT: 6W
AC&A: 25%
TAR: 30%

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Reflect and discuss…
What could restrict you
from starting mapping
tomorrow?

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What is a map,
really?
Keep it simple
Consider
Wardley Mapping?

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Armakuni
VSM tool –
get in touch for
free access!
Virtual coaching
session beyond
#ALI2019
VSM is only
one part..
Before we go…
Community
invitation to
teach others…
@AgileScotland
Come chat
to us today, say
hi :)

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GO MAP!

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Thank you
Ben Dodd @bendodd
Kevin Austin @kev_austin

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Evaporate the Gates: VSM Workshop

Evaporate the Gates: VSM Workshop

Armakuni

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