Value stream mapping is an enormously rewarding process for finding bottlenecks in your software delivery pipelines and for aligning the team’s efforts in improving pipeline shortcomings. In prior webinars, we learned that in order to be effective, you must involve the team and need to maximize the time invested. Preparation is vital and learning from other value stream mapping experiences will give you the knowledge and experience you need to move your organization forward.

1. Jeff Keyes
VP of Product
Greater Seattle Area
Marc Hornbeek
CEO – Engineering DevOps Consulting
Author – Engineering DevOps

2. Value Stream
Mapping
Webinar Series
I. Current State Value Stream Mapping
II. Future State Value Stream Mapping
III. Examples of Value Stream Mapping
PLUTORA

3. Reference:
“Engineering DevOps”
Sponsored by
PLUTORA
Get your copy:
mybook.to/engineeringdevops
www.engineeringdevops.com
• Blueprints
• Engineering practices
• Templates
• Examples

4. DevOps
Blueprint
Multiple layers of
DevOps need to be
considered with value
stream maps. All layers
are relevant to
accomplishing goals.
Agility Stability Efficiency
Security Quality
Satisfaction

5. What you
will learn:
• A walkthrough of four actual customer value stream maps
⁃ Insurance Services Policy Provider
⁃ Archival Services for Global Religious Institution
⁃ USA County Government Services
⁃ Financial Asset Management Company
• A discussion of the future state their current state challenges
and goals:
• A discussion of the future state and proposed work plan that
was created for each customer case, including key objectives
that were designed to achieve the goals of the future state
map.
• A summary of tips on how to identify and solve the most
critical bottlenecks to be targeted for improvement in a future
state value stream map.

6. PAGE 7
What is a value stream map?
A tool for visualizing value streams
in an easy-to-understand series of
process steps.
Backlog Dev CI Deliver Deploy Operate
Reference: Value Stream Mapping, Karen Martin and Mike
Osterling, McGraw Hill, 2014
A future-state value stream
map (FSVSM) is a projection of
how a value stream should look in
the future, to satisfy specific goals.

7. Enables stakeholders to visualize how value
flows in the organization.
WHY –
are Value Stream
Maps
Important? Applies well to software delivery pipelines
and DevOps value streams.
Maps directly to value stream management
implementation
Enables cross-functional team to easily
visualize solutions.
PLUTORA

8. Prepare:
Select a value to be analyzed, a measurement for the value,
and get alignment with stakeholders. Inform stakeholders of
the value stream map process and expectations
HOW –
are value stream
maps created?
* 4 Steps *
two passes
- Current state
- Future state
.
Conduct Workshop:
Conduct a value stream map workshop. Gather data and
draw the map interactively as much as possible.
Document Result:
Analyze the map to identify bottlenecks that need to be
addressed by the future state value stream map.
1
Identify Participants:
Determine the stakeholders, appoint an experienced
leader to orchestrate the value stream map process.
2
3
4
PLUTORA

9. What is your highest priority
use case for Value Stream
Mapping?
Survey
Question #1
Don’t know.A
Identify lead time bottlenecks in end-to-end Value Stream.
B
C
D
E
I don’t see a compelling use case for Value Stream Mapping.F
Get a visible map that all stakeholders can accept and use as a
common reference.
Identify quality bottlenecks in our end-to-end Value Stream.
Identify bottlenecks for efficiency, stability, or security assurance
in our end-to-end Value Stream.

10. Value
Stream
Map Use
Cases
1. Insurance Services Policy Provider
Release bottlenecks
2. Archival Services for Religious Institution
QA bottlenecks
3. USA County Government Services
COTS bottlenecks
4. Financial Asset Management Company
Test Visibility

11. Insurance Company – Lead Time Analysis (Current State)
Reduce from 45 days to 10 days the lead time from code check-in to deployment
Key Bottlenecks Stage Activity
Bottlenecks:
1. Testing stages serial, and tests are manual
2. Release approval and Deploy stages: manual
3. Test setup is manual
Observations:
1. Lack of data, invalid assumptions
2. Disparate viewpoints
3. Lack of DevOps and test knowledge

12. Large Insurance Company – Lead Time (Future State)
Reduce from 45 days to 10 days the lead time from code check-in to deployment
[10 days]
4h
Jira, Slack
Backlog
Include infra &
tests and
assignments
Dev
Feature flags, TDD,
100% UT, 100%
SCA, Create
automated smoke
& regress tests,
test environment
orchestration
CI
Trigger integration
builds from
commit, automate
smoke tests and
regression
Acceptance
Automate 85%
UAT, Performance,
& E2E system
regression, test
environment
orchestration
Delivery
Delivery & CRB:
Automate deployment tests and release criterion
Deploy:
Containers and cluster management, use APM, Green/Blue & A/B
testing
CRB Deploy
Release (Trunk) Branch (with feature flags)
INFRA TOOLS: Slack and Jira for communication flow, Application Release Automation tool, test automation/test environment orchestration and
containers tools, VRA
MONITORING TOOLS: Jira, ARA, Splunk, APT, SLIs, SLOs
10d 3d 5d 1d 1d 4h
1d 2h 2h 2h 2h 2h
Stage Activity

13. PAGE 14
Solution Advice
Solution (HOW to meet goals)
Rearrange workflow stages to enable clear
measures and more parallel work
Improve dev and QA communication,
Re-architect testing to be continuous testing
strategy, shift left test activities and increase
automated testing
Put in place containers, test orchestration
and test environment utilization metrics
Put in place release measures, pre-and post
release tracking
Automate approval and release steps manual
People Process Tech
• Leadership
committee
to drive
strategic
goals,
roadmap,
org changes,
and
investments
• Training
Program
(culture,
process,
tech.)
• Incentives
• Stage
definitions
• Entry/exit
metrics
• Continuous
QA
Automation
• Release as
code
• Deployment
as code
• Communicati
on tools
• Value Stream
Management
• Test
Automation
• Test tools
Advice to implement (WHAT you do)

14. Value
Stream
Map Use
Cases
1. Insurance Services Policy Provider
Release bottlenecks
2. Archival Services for Religious Institution
QA bottlenecks
3. USA County Government Services
COTS bottlenecks
4. Financial Asset Management Company
Test Visibility

15. Digital Archive – Lead Time (Current State)
Reduce from 14 hours to 6 hours the lead time from code check-in to deployment.
Lead time (14 hours)0
Feature Branch
Backlog &
Iteration
Planning
Jira, Jama Dev,
QA Cust
2hr
Code &
Unit Test
Write code and
test, IntelliJ
Git & bitbucket
Junit, mocks
70-80% code
coverage, test
setup, commit
to feature
branch
35hrs
Function &
Acceptance
Test
-Create tests
-Run tests
-Customer
Acceptance test
(7hrs)
Deploy Prep
Create
infrastructure
(3hrs)
Integration
Merge to Rel
(1hrs)
Regression &
Performance
Test
Bladerunner
Run jobs
(2hrs)
Deployment
Change control
SNOW
(0.5 hrs)
Validate
Validation
Verify code
loaded and spot
functional
testing
(0.5 hrs)
0
Rel Branch
Infra – Private Data Center, VMs
Bottlenecks:
1. Function Testing serialized after Code and unit test
2. Deployment prep stage: manual
3. Regress and Perf test stage: manual setup
Observations:
1. Small self-contained team, open to change
2. Clear goals, motivated to improve.
3. Learing DevOps practices

16. Digital Archive - Lead Time with Quality Future State
Reduce from 14 hours to 6 hours the lead time from code check-in to deployment
Backlog
Grooming
and Iteration
Planning
CI Commit
Delivery
staging
Deployment ValidateCode and Unit Test
Feature Branch Trunk Branch with Release Labels
Write code and test
feature, IntelliJ
Git & bitbucket
Junit, mocks
70-80% path code
coverage, test setup,
Create tests, Commit to
feature branch, test in
feature branch
35hrs
Jira, Jama
Features and Tests
for Features
Dev, QA Cust
2hr
Pull request drives CI commit
process
Static Analysis, CI functional test
Complete merge to trunk once CI
acceptance criterion met
(1.5 hour)
Validate
deployment
scripts in
staging
environment
(1 hr)
Bladerunner
Regression test
Performance test
Acceptance testing
Flip A/B toggle for
rejected features
(2.5 hr)
Automate
deployment and
Change control
SNOW
(0.5 hr)
Validation
Verify code
loaded and spot
functional testing
(0.5 hr)
Lead time (6 hours)
System Acceptance
Test

17. PAGE 18
Solution Advice
Solution (HOW to meet goals)
Rearrange stages for Test Driven
Development
Automate tests and test setup in parallel with
code & unit test
Automate deployment and post deployment
validation.
People Process Tech
• Leadership
committee to
drive
strategic
goals,
roadmap, org
changes, and
investments
• Training
Program
(culture,
process,
tech.)
• Incentives
• Stage
definitions
• Entry/exit
metrics
• Test Driven
Development
• Continuous
QA
Automation
• Release as
code
• Deployment
as code
• Value Stream
Management
• Test
Automation
• Test tools
Advice to implement (WHAT you do)

18. Value
Stream
Map Use
Cases
1. Insurance Services Policy Provider
Release bottlenecks
2. Archival Services for Religious Institution
QA bottlenecks
3. USA County Government Services
COTS bottlenecks
4. Financial Asset Management Company
Test Visibility

19. Test
County Value Stream For Test, Monitoring and Infra (Current State)
Goal: Reduce from 9 weeks to two weeks deployment of COTS releases.
Email from
Vendor
identifies the
schedule
Plan for
download
Download to
test
environment
Notify
users and
TRB
User
AT
CAB
Advance
notice of
the release
Without
contents
identified
Infrastructure
plan
Request to
internal Infra
team, set up new
environment.
E.g. Server OS
Communication
by email
Brower
commands
updates the app
and a test version
of the database to
be compatible
Start the App, use
cases, regression test
the new version
against agency
configurations,
reporting problems
using telephone or
email, wait for
resolution and retest
Architecture
diagram,
users the new
version is in
the test
environment
and notify
TRB
Users
notify
results
by email
Project Planning,
Review detailed
information
Tools: Email communications, manual testing, test scripts and results recorded in document excel, no automation framework
download and testing and validation. Manual TRB and CRB. TEAM Foundation Server used for for code version management.
[9 weeks]
2W
30d
2W 0.1d 4d
.
Project
planning, Docs
from Vendor
indicate when
the download
is available,
Project
Approval
TRB
Deploy to
Prod
2 servers,
commands
updates the
tested app and
updates
production
database to be
compatible
2d
2W
0.1d
1-3W
0.1d 1d
3d 0d 0d 1w 0d
0d
1W
Meeting
s
Bottlenecks:
1. COTS release review and planning
2. Test setupand testing manual
3. CAB: manual meetings
Observations:
1. COTS vendor not included in discussion
2. Fear of test automation
3. Bureaucratic meetings

20. System Acceptance
County Value Stream For Test, Monitoring and Infra (Future State)
Goal: Reduce from 9 weeks to two weeks deployment of COTS releases.
Vendor
release
E-notice
Download and Test Approval
Vendor
electronic
checklist and
Electronic
release notice
ARA trigger
• Kicks-off download to
image repository
• Kicks-off download,
run basic image
validation tests.
• Test deployment and
rollback scripts
ARA triggers Orchestrate
test environment, execute
regression, performance
and roll-back tests of new
version against agency
configurations, auto log
issues to Vendor
• ARA auto
triggers
Automated
user
acceptance
tests.
• VSM handles
TRP, CAB
approvals
Release Preparation
[2 weeks]
4d
0d
2.5d 2.5d
• VSM –auto notify stakeholders
• Update system and acceptance
tests including rollback scripts
• Update deployment and
deployment verification scripts
• Provision environment changes
• Auto-trigger next stage
Deploy
ARA triggers
deployment of
accepted app,
updates
production
database and
verifies
application in
Production
1d
0d 0d 0w 0d
o.1d

21. PAGE 22
Solution Advice
Solution (HOW to meet goals)
Eliminate wasteful emails, meetings and
manual tasks
Put in place value stream management (VSM)
system for overall governance and visibility,
Release Automation (ARA) system and Image
Repo for automation.
Application Cloud, Config. Management and
containers for environment orchestration
Automate downloads, automate test
environment orchestration and tests
Automate TRB/CAB and deployment,
Automate deployment infrastructure
orchestration.
People Process Tech
• Leadership
committee
to drive
strategic
goals,
roadmap,
org changes,
and
investments
• Training
Program
(culture,
process,
tech.)
• Incentives
• Governance
policies – as
code
• Stage
definitions
• Entry/exit
metrics
• Continuous
QA
Automation
• Release as
code
• Deployment
as code
• Value Stream
Management
• Test
Automation
and
orchestration
• Test tools
• Cloud
migration
Advice to implement (WHAT you do)

22. Value
Stream
Map Use
Cases
1. Insurance Services Policy Provider
Release bottlenecks
2. Archival Services for Religious Institution
QA bottlenecks
3. USA County Government Services
COTS bottlenecks
4. Financial Asset Management Company
Test Visibility

23. Training,
Analysis
DevTest and Peer
Code Review
Functional,
Regress & Int. Test
User
Acceptance
Test
Deliv-ery
Test*
Deploy-
ment Test
Post
Deploy
Test
Wasted time
coordinating
between team
members and
cross training
Shared test
environments
causes limited
testing scope and
inefficiencies,
DevTest not
measured, SCA not
used.
80% manual testing,
mostly business logic,
minimal performance
testing, no APM,
unmanaged shared
test environments
cause delays
Scheduling
time and co-
ordination,
email
communicatio
n with users
cause delays
Tools are
manually
prepared
scripts with
ad hoc
testing
Manually
invoke
scripts, no
record of
results
Manual
parsing of
logs
Test Creation & coding
Training work spills over,
waste with non collocated
team, manual test creation
without coverage
measures, no code or test
patterns, 50%
interruptions from
unplanned requests.
Tools: Jira, SmartBear Collaborator, HPQC for test management (not visible to all), shared test environments, lack of test automation
framework, lack of metrics and gate thresholds, no ChatOps, Emails, Findbugs, App Dynamics (being discontinued), health job, not
using log tools (evaluating Splunk), Xymon
[21 days = sprint]
Backlog,
Sprint
planning
10-14d4h 2-3d 1d 4-5d 3h 2h 4h 1h
0h 0h 1h 1h 8-16h 0h 2h 1h
Planned
backlog only
50% of actual
work
Infra and
testing
requirements
work not fully
planned.
Financial Asset Management: Test and Visibility (Current State)
Reduce Backlog to Deployment from 21 to 7 days.
Bottlenecks:
1. Serial, manual testing
2. Lack of metrics and visibility
3. No tool chain
Observations:
1. Poor communication between teams
2. Lack of understanding release automation
3. Little Dev participation

25. PAGE 26
Solution Advice
Solution (HOW to meet goals)
Combine stages 1, 2, 3 stages into one Dev
stage
Reduce Content per sprint
Collocate team including QA, Introduce Test
Driven Development, Reengineer CI, ATP Test
automation triggered ATP scheduled by
commit
ARA tools, improved SCA, Test and test
environment automation
Config Mngt, Containers with Orchestration
People Process Tech
• Leadership
committee to
drive
strategic
goals,
roadmap, org
changes, and
investments
• Training
Program
(culture,
process,
tech.)
• Incentives
• Backlog rules
• Stage
definitions
• Entry/exit
metrics
• Continuous
QA
Automation
• Release as
code
• Deployment
as code
• ARA/Value
Stream
Management
tools
• Static
Analysis
• Test
Automation
• Test tools
• Containers
and
containers
orchestration
Advice to implement (WHAT you do)

26. What is the primary
impediment for implementing
Value Stream Mapping
solutions in your
environment?
Survey
Question #2
Don’t know.A
Lack of understanding of use cases that would justify investment
in Value-Stream Mapping
B
Unsure how to create a Return – On – Investment (ROI) business
case for Value Stream Mapping
C
Higher priority problems not addressed by Value Stream Mapping.D
Lack of skills to conduct Value Stream MappingE
I don’t see a compelling case for Value Stream Mapping.F

27. When engineering a
solution for any
stage in the value
stream consider all
three dimensions:
people, process and
technology.
Changes to any of
these dimensions
may affect the value
and measurements.
Backlog Dev Integration Deliver Deploy Operate
PEOPLEPROCESSTECH
L/P L/P L/P L/P L/P L/P
NVT NVT NVT NVT NVT
%C/A %C/A %C/A %C/A %C/A
People: Leadership, roles, training, Incentives, Performance measures, organization, cross-role collaboration
Process: Value stream stages, In-stage processes, inter-stage metrics, gates and triggers
Technologies: application architectures, packaging, tools, toolchains, orchestration and automation

28. How to identify solutions
that address the most
critical bottlenecks to be
targeted for
improvement in a future-
state value stream map.
Key Tips • Consider people, process and technology solutions.
• Consider solution variables including architectures,
horizontal and vertical scaling, automation,
orchestration, substitution.
• Focus on solutions that will most improve total end-
to-end values. E.g. Stage lead time over total lead
time
• Estimate the expected effects of each solution
change, in terms of the goal measurement.
• Roadmap solution into journey phases.
• Include re-assessment for each journey phase.

29. The solution matrix is a
useful guide for ideation
of solutions for each type
of goal and the three
dimensions people,
process and technologies.
Solution
Matrix
Guide
People Process Tech
Agility Re-organization, skills
updates
CI/CT/CD Orchestration,
automation, VSM
Stability As a service
organization, Training
Continuous
Monitoring
Infra Automation,
monitoring tools
Efficiency As a service
organization, Training
Continuous
Monitoring, Value
Steam Monitoring
Orchestration,
Automation,
monitoring & VSM
tools
Security Security training Continuous
security
Security toolchain
Quality CT training, Continuous testing,
ARA, VSM
CT, ARA, VSM
Satisfaction Leadership, roles, skills
development,
incentives
Job redesign,
abstract tasks
Feedback tools

30. Plutora is the most complete Value Stream
Management platform
FOUNDED IN 2011

31. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE
PAGE 32
Plutora
Platform
DECISION-MAKING & ANALYTICS
MANAGEMENT & ORCHESTRATION
INTEGRATION & COMMON DATA MODEL
Value Stream Mapping
Deep Analytics &
Comparative Metrics
AI-Powered Predictive Insights
VA L U E S T R E A M M A N A G E M E N T
Plan
Code /
Build
Verify
Package &
Deploy
Configure
Manage &
Monitor
Audit & Governance Pipeline Oversight & Traceability Real-Time Collaboration
Release Management &
Pipeline Orchestration
Hybrid Environment
Management
Deployment Management &
Orchestration
Tool Integrations Normalized Data Model Converged Toolchains

32. COMPANY CONFIDENTIAL – DO NOT DISTRIBUTE
Jeff Keyes
Director of Product Marketing
jeff.keyes@plutora.com
Q & A
Marc Hornbeek
CEO – Engineering DevOps Consulting
Author – Engineering DevOps