Duration
2 Days
12 CPD hours
This course is intended for
People working in an organization aiming to improve performance, especially in
response to digital transformation or disruption. Any roles involved in the
creation and delivery of products or services:
Leadership and CXO, especially CIO, CTO, CPO, and CVO
Transformation and evolution leads and change agents
Value stream architects, managers, engineers
Scrum Masters, agile and DevOps coaches and facilitators
Portfolio, product and project managers, and owners
Business analysts
Architects, developers, and engineers
Release and environment managers
IT Ops, service and support desk workers
Customer experience and success professionals
Overview
After completing this course, students will be able to:
Describe the origins of value stream management and key concepts such as flow,
value, and delivery
Describe what value stream management is, why it's needed and the business
benefits of its practice
Describe how lean, agile, DevOps, and ITSM principles contribute to value stream
management
Identify and describe value streams, where they start and end, and how they
interconnect
Identify value stream roles and responsibilities
Express value streams visually using mapping techniques, define current and
target states and hypothesis backlog
Write value stream flow and realization optimization hypotheses and experiments
Apply metrics such as touch/processing time, wait/idle time, and cycle time to
value streams
Understand flow metrics and how to access the data to support data-driven
conversations and decisions
Examine value realization metrics and aligning to business outcomes, and how to
sense and respond to them (outcomes versus outputs)
Architect a DevOps toolchain alongside a value stream and data connection points
Design a continuous inspection and adaptation approach for organizational
evolution
The Value Stream Management Foundation course from Value Stream Management
Consortium, and offered in partnership with DevOps Institute, is an introductory
course taking learners through a value stream management implementation journey.
It considers the human, process, and technology aspects of this way of working
and explores how optimizing value streams for flow and realization positively
impacts organizational performance.
HISTORY AND EVOLUTION OF VALUE STREAM MANAGEMENT AND ITS APPLICATION
* Value stream management?s origins
* Definitions of value stream management
* Flow
* Lean and systems thinking and practices
* Agile, DevOps and other frameworks
* Research and analysis
IDENTIFYING VALUE STREAMS
* What is a value stream?
* Identifying value streams
* Choosing a value stream
* Digital value streams
* Value stream thinking
MAPPING VALUE STREAMS
* Types of maps
* Value stream mapping
* The fuzzy front end
* Artifacts
* 10 steps to value stream mapping
* Mapping and management
* VSM investment case
* Limitations of value stream mapping
CONNECTING DEVOPS TOOLCHAINS
* CICD and the DevOps toolchain
* Value stream management processes
* Value stream management platforms
* DevOps tool categories
* Building an end-to-end DevOps toolchain
* Common data model and tools integrations
VALUE STREAM METRICS
* The duality of VSM
* Downtime in technology
* Lean, DORA and Flow metrics
* Definition of Done
* Value metrics
* Benefits hypotheses
* Value streams as profit centers
* KPIs and OKRs
INSPECTING THE VALUE STREAM
* 3 Pillars of Empiricism
* Organizational performance
* Visibility
* When to inspect
* Data and discovery
* Insights and trends
ORGANIZING AS VALUE STREAMS
* Value stream alignment
* Team types and topologies
* Project to product
* Hierarchy to autonomy
* Target Operating Model
* Value stream people
* Value stream roles
* Value stream funding
EVOLVING VALUE STREAMS
* Why now?
* Transitions
* VSM capability matrix
* VSM culture iceberg
* Learning
* Making local discoveries global improvements
* Managing value stream interdependencies