Value stream mapping (VSM) is a vital agile framework that helps leaders and stakeholders to identify bottlenecks in the value delivery process and opportunities to enhance team alignment. In addition, this is a common technique when everyone acknowledges that a specific workflow is slow or stagnant. It can then be utilized to assist in determining the specific existence and severity of a problem.

A value stream assessment (VSA) is helpful due to its speed, efficacy, and low cost. Prioritization is used in all parts of the business, including the vision, management alignment with the concept, and organizational strengths and weaknesses in attaining the goal. As a result of this shift, the internal focus has shifted away from product quality and customer satisfaction. Value stream analysis initiatives should take no more than a few weeks, not months.

Analysis for an Agile Organization: Where do Value Streams Fit?

A value stream map depicts the sequence of actions and processes required to get the intended result. A purchase made online is a classic example of a trigger. For example, a trigger might be a notion for a new product feature. In this case, the map is valuable in establishing the lead time or the time necessary to provide the added capability to clients. The phrase “idea to cash” encapsulates the concept.

Value stream maps may disclose more than simply the flow of time and delays; they can also highlight possible organizational structural problems. For the time being, we’ll concentrate on agile transformations and value stream analysis.

Agile assessments are ideal for identifying how to increase the velocity of your Scrum team, but organizations seeking to maximize opportunities beyond Scrum frequently will turn to value stream mapping.

Involve Decision-Makers at the Proper Level and Timing

Consequently, organizational executives can choose which members of their teams require more education regarding the procedures and technology that support those operations. Additionally, a third-party facilitator may be necessary to guide you through the process, ask the appropriate questions, and maintain the sessions’ momentum.

When Should Value Streams be Discovered and Mapped, and How Frequently Should They be Executed?

Certain conditions may need the mapping and analysis of value streams. This process may be triggered by changes in the organization’s structure, personnel, tools, procedures, or even commodities — or even by an M&A. If you’ve encountered challenges such as extended delivery delays and irate customers, a value stream analysis may be necessary.

Unquestionably, value stream mapping may be a good idea if your market is constantly changing, even on a small scale. A significant technical shift or digital transformation might affect operational value streams.

Market fluctuations can also result in discovering new sources of wealth, assuming one knows where to look. Although COVID has a significant impact on the in-person eating value chain, several restaurants have discovered new revenue streams through delivery or heavy investment in the to-go revenue stream.

What is Another Frequent Trigger for Value Stream Mapping? A Mindset That is Receptive to Change

How does virtual simulation modeling fit within the context of agile business analysis?

Many of us are driven to regularly click on our screens during our everyday lives. Nothing should be added in VSM that is neither required nor automatable, even if it is as simple as hitting a button.

The success of your agile transformation is contingent upon the existence of value streams. Concentrating on the value that consumers obtain from a business’s operations can result in more durable goods and a lack of friction between projects and operations.

Minimize Deliverable Size to Become More Agile

Simple prioritization according to mutual interests might help you avoid bottlenecks.

Value streams can also be identified in a variety of ways.

To begin, identify operational streams. These are the stages your company will go through from start to finish. The high-level procedures include everything, from demand through delivery.

Next, identify the information technology systems required to support the operational value chain.

The next step is to ascertain who controls these information technology systems.

Determine which growth routes you intend to follow. For instance, which current initiatives are jeopardizing the company’s financial flow?

After you take the steps above, make sure to define a clear optimization objective. Reorganizing the teams should be to increase productivity, provide a stable infrastructure, and create a modular product. To make future judgments, you must first correctly explain the current situation.

Following that, create a list of the value streams and the associated persons. What might a comprehensive process for providing value to consumers via products look like?

To have a complete grasp of the process, you must first collect and evaluate data, followed by examining your map for bottlenecks or slowdowns. By better understanding your company’s values, you may more effectively combine sales, operations, business, and delivery strategies.

Additionally, this is the stage at which the Agile Release Trains must be defined (ART).

Trains of SAFe Agile Value Streams

Employees are frequently assigned to groups based on their skill sets or job duties. As a result, they report to a single manager who is generally an expert in their field and capable of handling a variety of concerns, from hiring to technology. A silo is a similar form of group or division. On the other hand, value cannot be created or transferred in a vacuum. The fewer handoffs and dependencies and the fewer delays, the more quickly value may be shared between organizations.

As defined by the Scaled Agile Framework, an Agile Release Train (ART) is a collection of teams focused on a single value stream. No matter how much training or coaching you provide, you will be unable to develop an Agile Release Train without well-established value streams. By prioritizing value streams, we can assist leaders in developing ARTs that are then implemented with the necessary training and mentorship. To illustrate, organizations that characterize an ART as a spreadsheet with a list of people and teams are rarely aligned with the same aim. It’s like designing a sports car without an engine.

Consider the following:

  • Numerous agile groups collaborate (maximum 150 persons). That is the highest possible number at which continuous and high-quality communication is possible.
  • You can continue to create business value endlessly together.
  • You can also self-destruct. As a result, you must review the entire process, beginning with the requirements specification and assigning each area a priority level.
  • Over time, load vs. capacity requires much effort to define the discussed art. Additionally, the task must be level.

Place the Value Streams Where They Make the Most Sense

It is essential to recognize the futility of analyzing for the sake of exploration. If your company faces delays, poor quality, or failure to provide the right product, performing a value stream analysis is a reasonable next step. As part of an agile transition, make value stream mapping a priority for your team and put it at the top of your task list. The time you put in now will pay dividends in the future.

Share This Article